Leadership is a process not a position Imagine that you are a chief executive for leading automobile factory, they which leadership model leadership approach would you like to apply your firm. Explain your answer with recuses.

Shafa Comparty: Aligning human resource functions wuhstratege objectives Ahmed Al Shafa founded Al Shafa LIC and bas managed the comparry'ioperatina tum iss inception Albough Al Shafa ban been profitable over the decade of is exigence, los productivity bas recently declined due to the diminished incovation, bigher turnover und absenteeism, and overall slow performance. Based on these treads, Almed called a meeting of all the managers to diseusspolestialcounes of action to correct the problems and finally decided to hire an VER masager: In the pes, the department managers bad assumed basic responsibilities for managing their replyme. Accordingly, Zara arrived at Al Shafa as a new manager for developiog a sveratic IRMI function for Al Shafa. There were two points bigblighted in the Gris meeting by AlredTust, the company must contine its growth stratezy to respond no the cxpuedingdenants for its services, Second, it must enhance the incovative nature of its workforce to ensure dat a remains up to date with competitors and market changes Furlier, the si is to desclipsa HRM function that could tackle tie abuttreism and turnover problems wbilebelpeg Al Shafa attain the two goals be had outlmed. As a first step to achieve this, Zara began to review the buman resource practices used st Al Shafa. First, it was found that the recruitments were from the local university located jail lea kilometers away. If graduating students are uninterested or unsuitable candidites for a secuie job. Al Shafa places advertisements in regional neuspapers to serk job candidates with de relevant skills who are willing to relocate, Althongh this birias proses is as coniprebemine. Al Shafa. because of its potential growth oppostunities, has not typically expeneucednunch. difficulty in recruiting employees. Secoe. Al Shafa has relaed upon an establrbed compensation system that applies to all employees throughout the company. Workers ace paid on a salaried basis, with their compensation levels based on the going rate in the market for similar positions. By linking employecompensatica to the market average. Al Shaa has been able to ensure that there is a reasonably high degree of equnty between the company's pay levels and the pay levels at other firas. Antuit salary increases are calculated by comidered inflation and each employse'sperformasce. Tis averseesalury increase is between thne and seven per cent of employees base slury. Zara realizes that besides these recruitmeet and compensation practices, cere in so cocainent use of other bauman resource practices at A/ Shafa testead, nunapers we dilleralmethods managing the workers in theis respective units For example, thete are no cocastent performance appraisal standards coal ducaghoutdre organization. Tecritena wad so evaluate employees renge from counting days abint ta inessuringincavacasclanderity) Similarly, each manager uses some hat different tactics for traunngscagliyes. Scan waassign new employees to shadow more experienced employees. vita we at the som employees' mentors. Other managers do not offet way unititig and ausume that the explayces come to the job with all the knonledge they need to ancosed. Zatkreveagedtbe organizational structure with various strategies to increase the creativeness and prodactivoy

Examine the causes that led to high absenteeism and turnover at Happy Sky,

Question

Leadership is a process not a position Imagine that you are a chief executive for leading automobile factory, they which leadership model leadership approach would you like to apply your firm. Explain your answer with recuses.

Shafa Comparty: Aligning human resource functions wuhstratege objectives Ahmed Al Shafa founded Al Shafa LIC and bas managed the comparry'ioperatina tum iss inception Albough Al Shafa ban been profitable over the decade of is exigence, los productivity bas recently declined due to the diminished incovation, bigher turnover und absenteeism, and overall slow performance. Based on these treads, Almed called a meeting of all the managers to diseusspolestialcounes of action to correct the problems and finally decided to hire an VER masager: In the pes, the department managers bad assumed basic responsibilities for managing their replyme. Accordingly, Zara arrived at Al Shafa as a new manager for developiog a sveratic IRMI function for Al Shafa. There were two points bigblighted in the Gris meeting by AlredTust, the company must contine its growth stratezy to respond no the cxpuedingdenants for its services, Second, it must enhance the incovative nature of its workforce to ensure dat a remains up to date with competitors and market changes Furlier, the si is to desclipsa HRM function that could tackle tie abuttreism and turnover problems wbilebelpeg Al Shafa attain the two goals be had outlmed. As a first step to achieve this, Zara began to review the buman resource practices used st Al Shafa. First, it was found that the recruitments were from the local university located jail lea kilometers away. If graduating students are uninterested or unsuitable candidites for a secuie job. Al Shafa places advertisements in regional neuspapers to serk job candidates with de relevant skills who are willing to relocate, Althongh this birias proses is as coniprebemine. Al Shafa. because of its potential growth oppostunities, has not typically expeneucednunch. difficulty in recruiting employees. Secoe. Al Shafa has relaed upon an establrbed compensation system that applies to all employees throughout the company. Workers ace paid on a salaried basis, with their compensation levels based on the going rate in the market for similar positions. By linking employecompensatica to the market average. Al Shaa has been able to ensure that there is a reasonably high degree of equnty between the company's pay levels and the pay levels at other firas. Antuit salary increases are calculated by comidered inflation and each employse'sperformasce. Tis averseesalury increase is between thne and seven per cent of employees base slury. Zara realizes that besides these recruitmeet and compensation practices, cere in so cocainent use of other bauman resource practices at A/ Shafa testead, nunapers we dilleralmethods managing the workers in theis respective units For example, thete are no cocastent performance appraisal standards coal ducaghoutdre organization. Tecritena wad so evaluate employees renge from counting days abint ta inessuringincavacasclanderity) Similarly, each manager uses some hat different tactics for traunngscagliyes. Scan waassign new employees to shadow more experienced employees. vita we at the som employees' mentors. Other managers do not offet way unititig and ausume that the explayces come to the job with all the knonledge they need to ancosed. Zatkreveagedtbe organizational structure with various strategies to increase the creativeness and prodactivoy

Examine the causes that led to high absenteeism and turnover at Happy Sky,

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