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Title: Organization Leadership and Performance


Improved firm’s performance and employee mean taking a strategic approach to the organization’s human resource. For any organization, employees are its most valuable asset, this has to at all time remain clear as to no negation between providing excellent services and being a good place to work (Daft, 2010, p. 56). Managers have a role to play in influencing and applying staff policies in real working environment. The policies have to be consistent and fit well with the firms’ objectives. As a manager, one needs to organize the firm in to units as this can influence organization services and information flow positively. Helping the firm’s employee grow in their assigned roles and careers is vital, as the personal development offers motivation which is critical in designing a rewarding working environment. For instance, the HR department has to work closely with sales operation, finance among other department in the firm to help drive business strategies and success. In addition, money and other non-tangible reward matters when the leadership objective is designed to achieve extra effort on service execution by all employees.

Workplace communication

According to Das, (2011) success in any business has to be influence by good stakeholders’ relationship and communication. This is paramount and key to improve business performance. In addition this extends to relationship between business firms and their customers or equally the organization internal relationships among different staff within the firm departments. Communication can be improved in any given workplace. In our case, it is the only way for information to effectively spread throughout the business operations, so as to have every employee to the degree that is required to realize the set objectives of the firm.

There are high chances of poor communication at workplace. For a manager who identifies these form of hindrances marks one step toward discovering and solving them within the firm’s operations. In this organization, it is well identified that information is not well coordinated and as a result poor communication is evident, this one trying element in the firm which hinders daily activities. Basing on this understanding this is partly responsible for a consistent under-performance, which is rated at 30% for the last five year. This is seen in lack of shared information from reports indicated from separate department, which if well shared among the staff and top management, may increase employee responsibility as workers would assume their role as demanded.

Issues of Employee Absenteeism

As a manager understanding employees’ attitude and its implications towards their personal benefits, has its importance for several reasons. First, while indirect compensation accounts for a great percentage of the organization expenses, as much as the costs of benefits to the employer are high, there is solid evidence employees under performance is linked to underestimating the cost of the benefits that they receive (Smith, 1997, p. 102). It would be important for employees to value their benefits with direct costs, as this is may be seen to be waste of resource. The manager in place has to understand the value employees places on benefits, by understanding their perceptions concerning to be provided by other firms. For increased reliability and confidence in employee performance valuing benefits packages has to be well calculated and communicated to workers as this will boost their motivation. On the contrary, establishing equity may be a complex issue (Vroom, 1990, p. 122).

Cost of Absenteeism

For any employer its unfair to cover for costs incurred due to employee’s workload yet, on frequent occasions the same results remains unchanged. Absenteeism is one key impact on the over roll performance. As it discourages employees who are consistently present, who often becomes stressed and bitter. This act has severe damage on the morale of the entire workforce as workload is increased while the firms opt to increase employment cost offering part-time employment. This is an increased burden to finance and it partly accounts for the employee underperformance (Tarplett, 2001, p. 55).

Managing Business Performance

It is evident that manager’s main objective is to realize an increased organization performance over a specified period. This can only be effected, when organization managers worth objectively to yield over roll improved employee performance, for many theorist its believed that through interactions and team building leadership traits, between top management and the junior employees, is when this kind of result can be realized (Sanders, 2008, p. 142). This gives the leadership a better opportunity that exists in their working relations, to reinforce and help refine excellent employee performance. The managers can set two approaches to initiate improved performance in the organization

  1. The organization level, for instance the sales department or any other business segment may design a set of business activity and align this to the firm’s objectives.

  2. The individual team level, here that manager may initiate employee appraisals and decide on training and development needs. This will involve an analysis and plans for implementing the decision taken.


Developing an Absence Policy

The managers have to establish strict absenteeism for their firm. It is evident from the case, which the firm performance has underperformed over the years. Establishing an absenteeism policy to improve workers attendance, a formal writing describing absences allowed among other terms. This formal detailed policy may serve to address issues of absenteeism, prevent misconceptions about the acceptable behavior, inconsistent discipline, morale problems among other illegal discrimination (Cleland, 2006, p. 234).

Dealing With Underperformance at Workplace

Claims by Kerzner, (2009)affirms thatManaging performance of employees is about linking service and the wider business plans and strategies to individual jobs among other members in the firm’s workforce. For an effective and fulfilling performance, leaders of every team have to develop a dialogue with other junior employees and all this, in turn requires continual reinforcement. This is since employees may not make link between their day to day roles and fulfilling service objectives. According to Hall, (2003) there are a number of steps that have to be achieved in creating the right environment for an improved performance. This may include

  1. Ensuring the entire workers know the key objectives and priorities needed in their service, what is required of them, while focusing on what they can contribute for improve results.

  2. Justify the organization benefits and what needs to be done to achieve management’s target, as workers needs to know how better their services to the organization.

  3. Create an employment system that will ensure employees who deliver better results are rewarded while the under-perfumers are challenged. For example, this can be achieved by promoting recognized hardworking workers in the firm, to higher leadership level.

To achieve this, the managers’ approach to individual performance should be consistent across the team and throughout the firm. The firm’s target should be directly influence individual and teams objectives


A pro-active, innovative and flexible leadership practice can improve firms’ performance while effectively enhancing employee’s service delivery. Creative approaches that discourage absenteeism and rather advocates for motivational measures can develop a wining solution for the firm and employees (Ansari, 1990, p. 99). For instance, a management policy that provides provide a varied range of options, which take in to account different aspiration of the workers and their needs may work as morale booster in achieving an increased service delivery, which may result to improved organizational performance. This may involve consistent information delivery, staff and union discussions, and the employee- employer relationship.


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