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HR Leaders

Ideologies on How HR Leaders Can Communicate the Link between HR Policy and

Business Performance

In sharing insights on how HR policies are directly linked to the business strategies of an
organization, it is vital to consider that the domains are primarily moderated by the cost, quality,
and innovative strategies of an organization. On the other hand, the motivation to perform within
an organization as detailed is likely to be associated by the inclusion of an efficient managerial
style and organizational culture (John & Sue 2007, pp.5). In other words, it is essential to note
that the impact of HR leader’s policies on the performance of an organization is linked by the
attitudes, skills and behaviors of the employees within an organization.
This indicates the rationale behind the implementation of efficient HR practices which
can impact higher performances within an organization. On the other hand, significance should
be noted in the three HRM policy domains that include motivation, ability and opportunity in
impacting the performance of organizations business outcomes that involve the competencies
and corporation of employees (Jenkins, & Delbridge, 2013, pp.2790). This intrinsically initiates

an impact on the attitudes of employees, an element that motivates them to get committed within
their organizations.
Approaches HR Leaders and Line Managers Can Employ In Accessing the Impact of HR

Policies on Business Performance

According to several literatures, the link between HRM and the performance of an
organization has significantly neglected the roles of the managers and line managers yet these
personnel’s are considered as important in the implementation of many HR practices within an
organization (Jiang, Lepak, Han, Hong, Kim, & Winkler, 2012, pp. 78). It is therefore essential
to determine the fact that the HR leaders and line managers can work together in the
management of people through the inaction of HR practices and leadership behavior through a
casual chain that seeks to integrate the relationship between an organizations performance and
HRM policies and practices.
This is significant in the relationship between the HR leaders and line managers that is
directed towards influencing the views of the employees through a supportive approach both at
the functional practice level within the organization (Katou, & Budhwar, 2013, pp.30). On the
other hand, HR leaders and the Line Managers are in a position to relate the levels of an
organizations commitment and attitudes towards the activities of an organization. These
practitioners are in a position to influence the exchange relationships developed between the
employees within the organization, a factor that initiates commitment and motivation within an

The Challenges that HR Leader Face and How to Overcome these Challenges
It is essential to determine that the element of change management remains a challenge for HR
managers and leaders within an organization. However, through the inclusion of an intensified

training, HR leaders are bound to add their competencies in dealing with the element of change
management. Secondly, it is imperative to determine that leadership development is another
challenge that HR leadership and managers face (MacLeod, & Clarke, 2011, pp.12).
Leadership development is however critical within an organizations strategy, a factor that
denotes the challenges that HR leaders experience especially in providing processes, tools and
essential structures in selecting and developing an organizations future leaders (Oke, Walumbwa,
& Myers, 2012, pp.275). Leadership development can however be initiated through the
development of a strategic initiative that ensures the right employees are hired, retained and the
culture of an organization is in a position to support the performance of these employees.

Probing Questions in Evaluating Specific HR Policies

In determining the manners in which HR leaders can communicate the link between policy and
business performance, a couple of questions came across that include:

  1. How can leaders effectively measure the impact of an organizations business
    performance through a link of its performance and the HR Policies?
  2. What are some of the approaches that can be initiated in ensuring that the employees of
    an organization are aligned to the HR policies and that these policies impact their



Jenkins, S. & Delbridge, R. 2013 “Context matters: examining ‘soft’ and ‘hard’ approaches to
employee engagement in two workplaces” The International Journal of Human Resource
Management 24 (14) pp. 2670-2691
Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. & Winkler, A. 2012 ‘Clarifying the construct
of human resource systems: relating human resource management to employee
performance’, Human Resource Management Review, 22 (2), pp.73-85.
John Purcell & Sue Hutchinson 2007 “Front-line managers as agents in the HRM performance
Causal chain: theory, analysis and evidence. University of Bath Human Resource
Management Journal, Vol 17, no 1, 2007, pages 3–20
Katou, A.A. & Budhwar, P.A. 2013 ‘Causal relationship between HRM policies and
Organisational performance: evidence from the Greek manufacturing sector’, European
Management Journal, 28 (1), pp.25-39

MacLeod, D. & Clarke, N. 2011 ‘Engaging for success: enhancing performance. Through
employee engagement’ [Online].
Oke, A., Walumbwa, F.O. & Myers, A. 2012 ‘Innovation strategy, human resource policy, and
firms’ revenue growth: the roles of environmental uncertainty and innovation
performance’, Decision Sciences, 43 (2), pp.273-302.

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