ugh many years before the term Strategic Human Resource Management came to fruition, it sowed the seeds and is supported by writers such as McGregor, Likert and Blake and Mouton who all realised the need for participative Human Resource functions in improving organisational effectiveness.An effective HRM function should ensure that positive performance is met with positive rewards. This is brought about with efficient appraisal programmes and the opportunity for the employee to, where practical, display signs of initiative. A feature of quality HRM is when each employee is fully aware of their premise for individual thought. This model of leadership is the path-goal theory, the main work on which has been undertaken by House and House and Dessler. The model is based on the belief that the individuals motivation is dependent upon expectations that increased effort to achieve an improved level of performance will be successful, and expectations that improved performance will be instrumental in obtaining positive rewards and avoiding negative outcomes. Increased support for the need for effective appraisal was Goldsmith and Clutterbucks study of top British companies. This showed that managers at all levels pinpointed effective leadership at top management level as key to their own motivation and therefore the organisations success. LearningLearning is the new form of labour. It’s no longer a separate activity that occurs either before one enters the workplace or in remote classroom settings…Learning is the heart of productive activity (9)Continuous learning is a strategic theme which is increasingly apparent, if not the most critical (10). Garrat (1990) argues that for an organisation to survive, learning in the organisation has got to be greater or at least equal to the degree of change. Mintzberg’s proposition of emergent strategy also supports this statement. Strategy formulation can be seen as resulting from ready-fi...
