Strategic Management of Human Resources: A Critical Analysis of Leadership Styles and Motivation in the UK Armed Forces.

Abstract

This aim of this dissertation is to analyse the nature and effectiveness of SHRM in the British Armed Forces in relation to its leadership practices and employee motivation. The research was conducted as a qualitative research based on an inductive research approach and case study strategy, using the British Armed Forces as the case study context. The research findings show that both soft and hard HRM practices were employed in the British Armed Forces with respect to leadership practices and motivation. Furthermore, it identified transformational leadership as a highly effective form of leadership style for motivating army personnel. However, it also recognised the need for full range leadership approaches that combine participative and more supportive approaches of transformational leadership with other approaches, such as rules enforcement and command and obey, which align more with transactional and directive leadership styles in varying degrees and circumstances. The research identified improvement opportunities for HRM practices and leadership in the British Armed Forces and recommendations were derived for the improvement of HRM practices.