From Leaders to Results: How HR Systems Turn Vision into Textile Sector Performance

Abstract

Textile industry business is conducted in a highly competitive and fluctuating international market place, where the vision provided by the leader is not enough to provide the sustainable organizational performance. It is also essential to note that the viability, as well as coherence of human resource (HR) mechanisms is to a great extent an ingredient in the successful translation of strategic vision into reality. This paper discusses how the HR systems represent one of the vital mechanisms whereby the leadership vision is actualized into better performance results in the textile sector. Based on strategic human resource management and leadership theories, the research deals with understanding the contribution of the HR practices like recruitment and selection, training and development, performance management and reward systems to the enhancement of organizational effectiveness. The paper points out that a well-coordinated HR systems with the leadership objectives result in enhancing employee commitment, skill advancements, and productivity, which in the end result in organizational performance. Based on the evidence of the earlier empirical studies in the manufacturing and textile setting, the paper highlights the mediating effects of the HR systems between the leadership vision and the performance of the firm. The findings have considerable implications to the managers and policy makers in the textile sector in that it has highlighted the significance of holistic HR planning in translating visionary leadership into quantifiable outcomes. The present study will add to the current literature because it will put into context HR-leadership alignment in the textile industry, which is a sector that has not been deeply studied due to its economic importance.