Re-engineering and developing human resources as moderating variables of the relationship between transformational leadership and organizational citizenship

Abstract

The current study aimed at determining the adjusted effect of each dimension of re-engineering the human resources (human, organization and technology) and each dimension of human resources development (training, empowerment, sustainability) by studying their effect on the leveraged relationship between transformational leadership in the dimensions of interest of individuals, inspirational motivation, intellectual excitement and ideal effect within human resources development (altruism, awareness of conscience, civilizational behaviour, sport spirit, and civility. The objective of the study is to search an appropriate combination to implement re-engineering and development of human resources without any adverse effects in the relationship between manager and employees. Each organization must be responsible for the willingness to implement, or at least partially implement, re-engineering and human resources development programmes, where there might be a strong emotional relationship between the transformational leader and subordinate. This, at times, might work as an incentive to increased citizenship behaviour as well, due to the mutual confidence between themselves and their leader. However, the main goal is to find the appropriate ones from the adjusted variables and to use them for achieving the positive results without affecting the organizational citizenship behaviour, as the organization might sometimes work in an environment that is reluctant to allow any type of change or development.