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A report on HRM practices – Reflection for organizational performance set-up

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HRM practices – Reflection

Human resources management division is one of the critical functionaries in any organization and the functioning of the same is vital for organizational effectiveness and efficient functionality. When Human resources management significance has increased in recent years, due to the increased prominence of the division in the strategic planning of the organization as well due to the increased significance of the division in partnering with the organizational objective outreach. In this connection; Human resources functionalities embraces all those functionalities right from the recruitment, orientation, induction, deployment, performance monitoring, payments, incentives policy preparation and enforcement, monitoring the retention, training, development of the human resources etc . When all these functions are performed by Human Resources division in any organization, the net impact of the same will be in the form of increased employee satisfaction and will result in the increase in the motivation of the employees. Such practices will work for the betterment of the employee satisfaction and development as well. When employees of the organization are satisfied, their productivity levels also will be higher. The following part of the discussion is about the HRM practices and implications of the same to the employee satisfaction and development. Also there is detailed discussion made about the implication of the HRM practices over the performance of the individual as well over the overall performance of the organization as well. The following part of the discussion is presented with literature review focussed on these aspects of the HRM that are of significance to the organizational employee performance and well being. Further there is also considerable explanation given over each of these domains and their contribution to the overall organizational performance the relation of HRM in enabling these functions in the organization. 

 

 

LITERATURE REVIEW:

Human resource practices and the implications of the same to the organizational performance is evaluated by several researchers in the past. There are diverse evidences available in the literature based on evidential information indicating the relation between the Employee performance and the relation of the same with the human resources management practices. Paul and Anantharaman (2004) indicated based on their evidential studies on the software employee’s organizational commitment in Asia. They have indicated that the human resource practices like employee-friendly working environment, career development, development oriented appraisals and comprehensive training do have significant positive relationship with the organizational commitment.  HRD variables that can work for the inculcating and enhancing the organizational commitment are presented here in this research study. HRD practices can shape the organization by formulating commitment oriented organizational policies.  Gebert (2017) emphasized the need for diversity tolerance and the significance of the same in the organizational development is discussed. HRM practices need to successfully include diversity training as part of its human resources training programme and this inturn can have implications to the employee performance and satisfaction in general.  Dias et al (2017) emphasized the need for the HRM practices to be culturally adaptive and tolerant as well. Such practices will work for the intercultural competency of employees as well as the organizations. George Saridika (2017) based on his Meta analysis of the human resource practices and the firm performance indicated that there is a positive relationship existing between these two aspects and it is highly effective and valuable in making up the HRM practices for firm performance improvement.  Mone (2018) has indicated that the employee performance management has much to do with his organizational commitment and the engagement practices. When there is quite a good performance management practice existing in the organization, it is fairly possible for the organizational employees to remain engaged with the organization.  HRM practices have indicated the same. Amin et al (2014) have done investigative study over the relationship between employee performance and the organizational HR practices. Based on critical evaluation of the feedback from several employees, they concluded that there is positive relationship between training and recruitment practices, appraisal, career planning, employee participation, job definition and compensation overall the employee performance. The relationship is quite positive and impactive as well. Albrecht et al (2015) did further investigation to extend the impact of the human resource practices over the organizational competitive advantage. It is identified and reported that the HR department functions can have implications to the organizational performance and the competitive advantage as well. These are mainly based on the ways and means of enhancing the employee engagement and subsequent improvement of the performance to achieve competitive advantages. Complementary HRM practices like the design of the jobs, design of the rewarding procedures(Gupta & Shaw,2014), and development of the work climates that enables the knowledge sharing are understood to have serious implications to the organizational performance. Hence Effective HRM practices in this domain can be of great use to enhance the organizational performance (Foss et al., 2015). Glaister et al (2018) has indicated that the talent management function of the HRM is one of the vital HRM practice for performance management. Some of the HRM practices indicated, included talent management by means of enabling social capital, working for developing workforce networks etc. These strategies are expected to provide a framework of transmission mechanism that will work on to create an impressive relationship between HRM and firm operational performance. Rothenberg (2017) indicated that the organizational corporate social performance (CSP) is highly dependent on the HRM practices and effective HRM practices can work on to improve CSP and thereby can contribute to the organizational performance.

 

 

OVERVIEW OF HRM PRACTICES:

Human resources management in any organization inevitably is expected to do certain types of unique functions which no other department in the organization will be doing for. The most commonly seen functions of HRM in any organization include Recruitment and selection practices. Recruitment and selection is very key practice of HRM department. The practice of the division will not happen just at the time of the recruitment. Rather the function will be initiated much before the actual recruitment process. The entire needs analysis in the organization need to be evaluated much before the actual recruitment process. There is need to collect the needs from each of the different division of the organization and the complete details of the need to be consolidated for the sake of requirements evaluation interms of the qualifications, age, skills, experience, aptitude etc. When once all these aspects are collected and consolidated, the next immediate function of the organization is to formulate strategies to materialize these recruitment and the selection strategies into practice. The procedure consists of devising plans to recruit the members as per the established strategies. Typical procedures include assessment of the skills and needs and designing the procedures to procure the right resources also the procedures consists in devising the right procedures to recruit the right candidates for the organization. Typical strategies include local sourcing, internal sourcing, sourcing by means of providing advertisements in the newspapers, journals and articles, Also recent years, digital means and social media advertising practically mitigated the barriers in the recruitment process. Now there is every opportunity for the HRM department to recruit prospective candidate from anywhere in the world as per their skills and expertise requirements. Once the process is initiated, the actual selection of the employees will again depend on several aspects like the need of the skills for the organization, the actual challenges the employee will face in the job functionalities. Further typical aspects like aptitude, attitude of the employees will take up major part of the recruitment strategy. When all these aspects are addressed appropriately and when selection strategy is well developed, the HRM can able to get right candidates for the right position. Further the transparency in the requirements and Job description and expectations from the employee, the type of working environment and emulments in offer etc will make it clear about the type of the workplace the employee will get in the organization. Such efficient practices will reduce the conflict of expectations and the actual scenarios, this in turn will eliminate unwanted disappointment which the new recruitees will face in the organization and thereby, it will contribute to the effective satisfaction and functionality of the organization(Pauuwe & Boon, 2018). 

 

Training and development is another major domain of Human resources division, which do have major implications to the employee satisfaction and for enabling the work goals of the employees in general. Since the contemporary technological progression is occurring at unprecedented growth rate, always there will be need for the organization to focus on its training and development functions of the organization. Updating the skills of the employees as per the changing job requirements, improving the knowledge and capabilities of employees by providing them state of the art orientation towards the changed work conditions is one of the very required concerns of the division. The efficiency and the effectiveness of the Human resources department of the organization will enable better design of the training and development strategies for the organizational employees. Training not only will include just training on the visible skills required for the job functionalities, rather training over the abstract aspects like team working, conflict resolutions, negotiation, customer relationship management, customer service etc as per the particular employee professional requirements can have good implications to the actual employee performance in the organization. When HRM rightly assessed the skills and the necessities and managed successfully to reshape these identified skills into actual training resources, the implications of the same to the profession will be quite higher, such practices will work on to provide best benefits to the organization in terms of improved organizational performance at both the individual and organizational level of operations(Armstrong,2014).  The role of the HRM is really very significant in making employees satisfied in this aspect.

 

Outsourcing and other related functions- Outsourcing has evolved as one of the immediate consequence of the globalization process. Globalization has brought several advantages to the business world. One of the very important consequence of the globalization process is the fact that the products and services at present have access to better markets across the globe, they can make contacts using digital and online technologies  and can work for the improvement of their current business profile. At the same time, companies can now can look for outsourcing their jobs for the skills and talents which are not available in the premises or for the sources where the cost of these skills is much cheaper than what it is in the current organization. Outsourcing will enable the organization get the skills and the talents which are not available in the organization at present and also will work for getting them cheaper. Also this will enable the risk sharing, enable getting time to focus on the core process and so and so forth. HRM has a key role in enabling the outsourcing to happen effectively. When outsourcing is done effectively, organizations can able to get the skills for the organization as per the operational requirements. Such practices will enable the improvement in the organizational revenues and this inturn will work for the betterment of the employee satisfaction as they will get better incentives and emoluments. Hence HR can have indirect contribution to the strategic development of the organization by means of developing such strategies for better organizational growth. Also evaluation of the right company for the organizational needs, continuous monitoring of the outsourced vendor and performance etc fall within the purview of the HR practices. Efficient practices of such procedures will enable benefits to the organizational performance(Mol et al.,2014).

 

Employee feedback analyses, evaluation of the performance of the employee’s performance on the job are some of the several critical functions which are very sensitive to both the employees and the organization as well.  Employee performance monitoring can be done in numerous systematic and scientific methodologies of the organization. Collecting the survey feedback and outcomes from different sources of the organization. Collecting the information from different stakeholders is one of the common procedures for collection of the feedback in the organization. However the process is expected to be reliable and the personal bias and other possible distractions are expected to be minimized in the entire process. The expertise of the HR professionals in getting the right feedback from its stakeholders and the evaluation and verification of the reliability of the information upto the levels of the confidence all will decide the final efficiency of the process. Hence Human resources division of the organizations are expected to be efficient in enabling right evaluation procedures be implemented in the organization. Effective job and performance monitoring methods and procedures will make sure the organizational employees will get right and desirable response from the organizational management. A better performing employee will get entitled to get better bonus and the better emoluments and non performing employee also will be identified in due course of time and will be provided with the resources and opportunities for improving his self, or atleast a proper corrective action can be taken in this regard. Hence the efficient and effective operation of Human resources division in job performance monitoring can yield satisfactory benefits both for the employee as well for the organization as well in terms of performance improvement(Pereira&Budhawar,2015). 

 

Human resource management division in the organization can also work for the improvement of the employee day to day functional expertise. Like developing skills by enforcing better communication procedures, effective means of grievances redressal, availing better resources and mechanism for better operation etc will work for improving the overall employee performance in the organization. Human resources practices have a great role to play in this context. Finally the commitment of the HRM and the effectiveness of the practices that the division employed in the organization will decide the satisfaction level of the employees working in the organization. It can also have serious implications to the retention rates in the organizations. HRM is the only organization that can work on to monitor the operational requirements of this kind in the organization. Further, it is the only division in the organization that can work on to benchmark the operational necessities of the staff in the organization and will work on to improve these skills from time to time. When HRM provide a facilitating framework for developing the better operational skills of the employees, then naturally then will get equipped with better talent for meeting the organizational objectives and also these interventions will work for the betterment for the overall outcomes of the organization in all perspectives(Pereira et al.,2014). Hence HRM can be said to have considerable role in this regard.

 

Cultural tolerance, cultural diversity encouragement, zero discrimination, enforcing fair work principles and regulations are some of the several practices which HRM divisions have developed in recent years. These practices are contributing to employee satisfaction. When organization is providing with these characteristic features to the employees, it will be possible for the organizational employees to work with better productivity and with maximum satisfaction. HRM practices need to be linked with the legislator provisions and they should make it a point to implement fair work practices in the organizations to develop a stimulating organizational environment for all employees truly inline with the contemporary globalized work scenarios. Gebert (2017) emphasized the need for diversity tolerance and the significance of the same in organizational development is discussed. HRM practices need to successfully include diversity training as part of its human resources training programme and this in turn can have implications to the employee performance and satisfaction in general.  

 

Job design when is flexible and it facilitates knowledge sharing, the performance of the employees will increase, HR department can enable better improvement of the organizational effectiveness when there is more and more weightage attached to the job design aspects. Also HRM practices can also work for the betterment of the reward systems. When there is reliable and effective reward sharing system, employee motivation will improve several fold (Foss et al., 2015). Corporate social performance is another important aspect of the organization that does depend on the organizational human resources practices and their efficient operations. Social responsibility and corporate stakeholder responsibility and accountability towards them are some of the several aspects which Human resources division will focus on for the sake of better stakeholder satisfaction (Teimouri et al.,2017). Such practices will result in better organization value creation and in-turn will work on to improve the performance of the same. Some of the aspects where the HR division can be instrumental include discretionary performance, ethical performance, legal responsibility, economic and environmental accountability and responsibilities. When HRM of the organization is instrumental in enabling these practices, there will be considerable scope for improving the organizational performance.

 

CONCLUSION

Human resource management practices in the organization do have a critical and effective role to play in an organizational performance set-up. When the organizations do possess effective human resources and if they are equipped with right strategic tools and vision, they can able to enhance the performance of the employees. As a matter of fact, the organizational performance does depend on the individual performance and there is strong positive relationship between the two. HRM has considerable potential and capabilities to streamline the organizational performance in the domains of the recruitment, training, employee development, training enabling and staff reward methods etc to make the organization function effectively. HRM can work on to make the recruitment strategies more transparent and effective, prospective candidates can be provided with less scope for disappointment by availing right strategies of recruitment, all training and developing strategies in the organization can be updated to include the latest skills and talents required for the organization, which in turn will contribute to the employee development and improving their aptitude to meet the organizational expectations. Further, the organizational reward systems and other motivational strategies can be customized to meet the organizational demands and this, in turn, can work on to improve the employee motivation and engagement. A satisfied employee with better skills can engage well with the organizational functions and can result in better outcomes for the organization. So integrating all these aspects it can be said that the efficiency and effectiveness of HRM practices do have a vital role in contributing to employee development and it will also contribute to the employee satisfaction and this, in turn, will work for the betterment of the performance at all levels of the organization.

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