Human Resource Planning
Introduction
The role of human resource planning is to meet the needs of human resources by considering the future. For this purpose, organizations set a goal and plan for the development of human resources, believing in that goal. The case study into consideration is based on an institution of higher education in the Southeast United States that serves the objective of leadership development and transformation for women (Sims et al., 2022). This program is a mentoring and leadership development means to increase the number of female leaders. The problem being addressed is the lower number of female leaders in higher education in faculty as well as non-faculty positions.
Objectives
Three objectives of the case study include:
- To investigate how leadership development competencies can be enhanced among women in higher education institutes.
- To investigate interventions and strategies needed for the leadership development of women.
- To explain if the program has increased women's representation in institutional leadership roles.
Methodology
The methodology adopted for the case study was instrumental in meeting its set objectives. The human resource planning program has embraced the case study methodology, and within this chosen methodology, it has opted for qualitative and quantitative research methods. The mixed methods approach ensures that the limitations of each research method are overcome (Basias & Pollalis, 2018). The strength of the applied method is that it has set the stage for quantitative analysis after setting qualitative data. The theoretical foundation of this research is based on human performance technology. Methods include logic models and Kirkpatrick's four levels of evaluation. Being the case study methodology, it takes the singular context by considering the higher education institute in the southeast US. The focus of qualitative research methodology has been on reviewing secondary sources of information (Basias & Pollalis, 2018). These sources were based on organizational data, reports, scholarly journal articles, and other relevant secondary information sources. Primary qualitative sources included individual interviews, focus group discussions, and advisory groups to inform about changes in the program.
Once information through qualitative sources was in hand, the research moved on to make the research mixed by including quantitative research methodology. Convenience sampling methodology was adopted, and it conducted a survey. The sample size consisted of more than 40 respondents, and a competition process decided on the inclusion of participants into the sample. Fifty percent of the sample must be women, and the data collection procedures consisted of two stages, including pre-program and post-program (Bryman, 2016). The data collection instrument was a web-based survey that contained demographic questions and content scales. The Likert scale had seven options in the monthly leadership development program using a learning satisfaction survey. This is how the case study has taken data from different methods and instruments to reach findings.
Discussion Based on Questions
The case study has followed a path, and ten questions or aspects guided the discussion. The discussion is as follows.
Employee Performance
In line with the case study, employee performance means the ability and competency of an employee to meet her duties and job responsibilities in an organizational setting. In the case of leadership, it is about the ability of an employee to perform in a leadership position (Hwang & Jung, 2018). For this purpose, she must be equipped with the required set of skills and a path toward achieving them.
Organizational Change Initiative Program to Increase Employee Performance
The case study has proved that organizational change initiative programs are effective in increasing employee performance. This program has reduced gender-based conflicts between men and women because both genders participated in the program, which was aimed at improving leadership competencies and abilities among women (Mone et al., 2018). It guides how an organization can change the perspectives and views of its employees through a change initiative program.
Representation of Women in Leadership Roles
The case study is all about the lack of representation of women in leadership roles that is evident in higher educational institutions in the United States. In the case study, the university has only 35 percent of women in the instructional faculty. The proportion of women faculty in the non-STEM fields is 38 percent, and it is lower than the 19 percent level in STEM fields. The representation is 40 percent for women who are non-faculty in the university (Sims, et al., 2022). In my view, this lower representation of women in the case study institute is due to gender.
Performance Analysis of Need and Opportunity
Performance analysis compares needs and opportunities. It is related to the gap analysis that the performance development program should fill. In the case study, performance analysis noted that higher educational institutions had a lower-level representation of women in their leadership roles. Once it is identified, the institution has the opportunity to run the change management program to transform how women leaders can be increased in the institution's ranks. Need and opportunity identification provide room for performance analysis in an organization.
Most Problems of Equity Exist in An Organizational Context
In an organizational context, the most concerning problem of equity exists in the departmental leadership roles. It is more prominent in STEM fields where permanent leadership positions have little representation of women. For example, the case study organization had only two permanent chair positions for women in STEM fields and only one dean or associate dean position in STEM departments (Sims, et al., 2022). A more concerning issue is for women from minority segments, as no women leader is from a minority segment. It implies that top leadership positions do not have women's representation, and the most problematic equity issues exist in STEM fields.
Leader And Leadership Development Tendencies and Identities to Be Enhanced
The most significant impact of the program on leader and leadership development tendencies was the self-awareness among women faculty members that they can become leaders. The tendency to gain a leading position increases with the ability to do this (Sims, et al., 2022). It happened because of an improvement in women's representation in the institution after the research showed that more than a quarter of faculty-ranked positions were taken by female faculty staff of the institution.
Contingent Rewards Enhance Employee Performance
Apart from the impact of contingent rewards, this case study provided a $20 gift card to study participants in the post-program session. Contingent rewards enhance employee performance in several ways. Management can use them to increase the level of motivation and commitment towards a better career ahead (Hwang & Jung, 2018). They can improve their interest to gain higher and leading positions within the organization. It directly affects the level of their performance.
Leadership Concept or Skills for Employee Performance
There are many examples of leadership concepts and skills that can be employed to enhance employee performance. Considering the case study, an efficient skill is self-awareness. It implies that an employee must be aware of her capabilities and capacity in a particular field (Rubens et al., 2018). It applies to performance as well; an employee must realize the area of her strength so that she can work on that area for improvement. It starts with the self-awareness concept.
Performance Standards to Measure Capabilities
In the context of Human Performance Technology, standards of performance are fixed, especially considering the case study. There must be an expected level of performance, and then it should benchmark the standard. Performance standards should be measurable and specific to meet those desired goals. Time-based performance standards should also be employed that a program will result in an increase in performance after its completion. Another supportive performance standard is to help so that an employee can choose the right path.
The Way Program Goals Were Defined
First, the case study developed research questions based on leadership identities and capacities to be enhanced. The program set its goals considering the low amount of female representation in leadership roles. Therefore, the program established the goal to increase the level of leadership among male and female employees in the institution. A specific goal was to know the role of gender in assisting or hindering an individual to become a leader (Mone et al., 2018). The case study has focused on attaining these goals.
Conclusion
It concludes that the application of Human Performance Technology, logic model, and qualitative and quantitative research methods have helped to improve leadership levels among women in the case study institution. It has been confirmed that a program for leadership development can increase the tendency and competency of leadership among women. Therefore, such leadership enhancement programs should continue.
References
Basias, N., & Pollalis, Y. (2018). Quantitative and qualitative research in business & technology: Justifying a suitable research methodology. Review of Integrative Business and Economics Research, 7, 91-105. https://sibresearch.org/uploads/3/4/0/9/34097180/riber_7-s1_sp_h17-083_91-105.pdf
Bryman, A. (2016). Social research methods. Oxford university press.
Hwang, S., & Jung, H. (2018). The interactive effects of motivation and contingent rewards on employee creativity. The Journal of Industrial Distribution & Business, 9(7), 71-82. doi:https://doi.org/10.13106/ijidb.2018.vol9.no7.71.+
Mone, E., London, M., & Mone, E. M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.
Rubens, A., Schoenfeld, G. A., Schaffe, B. S., & Leah, J. S. (2018). Self-awareness and leadership: Developing an individual strategic professional development plan in an MBA leadership course. The International Journal of Management Education, 16(1), 1-13. doi:https://doi.org/10.1016/j.ijme.2017.11.001
Sims, C. M., Carter, A. D., Frady, K. K., Peralta, A. M., Hofrova, A., & Brown, S. (2022). Furthering Women Faculty in Leadership Roles: A Human Performance Improvement Case Study. Performance Improvement Quarterly, 34(4), 395-426. doi:https://doi.org/10.1002/piq.21353
Furthering Women Faculty in Leadership Roles: A Human Performance Improvement Case Study
Link: https://onlinelibrary.wiley.com/doi/epdf/10.1002/piq.21353
Determine three objectives of the case study and Below are the questions for the case study?
[1] What do you mean by employee performance?
[2] Explain your opinion on organisational change initiative programmes to increase employee performance.
[3] What is your view on representation of women in leadership roles?
[4] What is the performance analysis of need and opportunity?
[5] By reading this case where do you think the most problems of equity exists in an organisational context?
[6] What leader and leadership development competencies and identities are enhanced?
[7] Do you think contingent rewards plays a role in enhancing employee performance?
[8] Could you provide any examples of the leadership concept or skills that can be employed in enhancing the employee performance?
[9] What are the standards of performance fixed based on Human Performance Technology to measure the capabilities?
[10] How are the program goals defined in the case?
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