the effectiveness of even highly skilled employees will be limited if they are not motivated to...

7/27/2019 The Effectiveness of Even Highly Skilled Employees Will Be Limited if They Are Not Motivated to Perform

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The effectiveness of even highly skilled employees will be limited if they are not motivated to perform,

however, and HRM practices can affect employee motivation by encouraging them to work both harder

and smarter. Examples of firm efforts to direct and motivate employees behavior include the use of

performance appraisals that asses individual or work group performance, linking these appraisals tightly

with incentive compensation systems, the use of internal promotion systems that focus on employee

merit, and other forms of incentives intended to align the interests of employees with those of

shareholders.

Mark A. Huselid (1995) the impact of human resource management practices on turnover, productivity

and corporate financial performance, academy of management journal, vol. 38, no. 3, 635-872

Analysis

for Analysis of Grievnce:

In today's business world, there are no short cuts to handling people without having acquired

the necessary skills on people management. It must be made known that grievance handling is

very much inter-related with the prevention of unnecessary labour cases. Proper handling of

grievances will lead to positive work environment as well as minimize problems such as

employee turnover, labour unrest, dissatisfaction among employees, trade disputes, low

productivity, low commitment, etc. Hence, this two-day workshop aims to equip all personnel

who have people under their care with the essential skills of grievance handling.

Principle #1: Human Resource Strategy Must Be Anchored To the Business Strategy:

The HR organization must understand the strategy and economic realities of the business it supports. Itmust be regarded as an essential contributor to the business mission. HR people must speak the language

of business and their activities must reflect the priorities of the business. Nothing contributes more to thecredibility of the Human Resource Department than for it to be focused on matters of genuine concern to

the business. If it is not, it gives the opportunity for its opinion to be disregarded and its contribution to beminimized or even eliminated.

Principle #2: Human Resource Management is Not about Programs; it is about RelationshipsThe primary HR role is to create an environment in which employees are committed to the success of theenterprise that employs them. Its about developing forms of attachment with people that make them a

want to work there and contribute willingly. It involves using teamwork and establishing peer reviewsystems that provide employees with a meaningful voice in decisions that affect them. It involves

engaging employees in the change process and giving them a voice in shaping their future sinceexperience shows that people support that they can create. Creating effective relationships includes

providing employees with opportunities to acquire new skills, which increase their capacity to contribute.


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Principle #3: The Human Resource Department Must be Known as an Organization that

Anticipates Change and Understands what is Necessary to Implement it

The HR function must understand the process of change. It must work closely with line managers who areleading change and assist those who must implement change but seem reluctant to do so. HR can helpmanagers appreciate that people do not resist change much as they resist both being changed and the top-down approach often being used to introduce change. HR should help managers understand that involving

employees in the change process energizes them, draws on their know-how, and helps produce a soundresult. HR people should be viewed as thoughtful and enthusiastic advocates of the changes and newideas that contribute to the success of the business.

Principle #4: Human Resources People Should be an Outspoken Advocate of Employee Interests,

yet they must Understand that Business Decisions have to Balance a range of Factors that often

Conflict with one another

HR must provide a thoughtful, objective and realistic assessment of the human resource aspects ofpending decisions to help ensure that the best conclusion is reached. Since sound business decisions

balance a series of factors that typically conflict with one another, the HR role is not to win arguments butto ensure that human resource issues are given the attention they deserve. The impact of decisions on

employees almost certainly is overlooked unless HR puts a spotlight on it. A failure to provide thisperspective does a serious disservice to decision makers as well as to the people who will be affected by

the decision.Principle #5: The Effectiveness of HR depends on its staying focused on Issues rather than on

Personalities:

Much resentment and hard feeling can be avoided by keeping issues rather than individuals the topic ofdiscussion. Regardless of how one may feel, it is less argumentative to keep the discussion objective andat a matured level, rather than finger pointing or buck-passing. Similarly, it is valuable to learn to disagree

without being disagreeable. A recommendation made by a colleague that has negative human resourceconsequences can simply be opposed or it can be acknowledged and countered with other

recommendations that accomplish the same objective but dont have the negative aftermath. It isparticularly important to stay open-minded because invariably there is more than one good solution to abusiness issue.

Principle #6: Human Resource Executives must accept that Constant Learning and Skill

enhancement are essential to their being Contributor to the BusinessThe speed of change makes the half-life of much business knowledge so short that constant learning andskill enhancement are necessary. The competencies required to effective human resource executivesinclude not only functional expertise (compensation, management development, etc.) but also business

knowledge, financial understanding, consulting skills, and interpersonal skills. People in HR positionsmust continuously expand their know-how and avoid the mistake of carrying old skills, notions and stylesnostalgically forward. HR must lead the discovery of new ways for mobilizing the talents and energies ofemployees so they are able to contribute more. HR must promote the idea that for people to be effectiveas employees, they have to be managed effectively as people.

These principles go a long way in explaining that HR professionals along with knowing their theory

inside out have to also gain a deeper and more wholesome understanding of their internal end external

environment. The tools and techniques are developed after a lot of thought and consideration. The

opportunity exists for the Human Resource function to demonstrate beyond a doubt that it is equipped to

take a lead in integrating this reality into how organization behaves. Thus, goes kaput another myth that

HR is full of fads.


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Introduction

An organizations economic growth dependson its productivity. If an organizations

productivity increases gradually, the company will run smoothly and achieve the highest

potential level of productivity. Productivity refers to a ratio of output to input. Output may

contain sales, earning and market share. Now organizations have realized that productivity is

basically affected by employees knowledge, skills, attitude, motivation and behaviors. So the

success of an organization depends heavily on human resource and effective Human

Resource Management practices. Hence organizations productivity has direct relation with

HRM and is responsible for over all productivity.

This report studies the policies and practices of HRM that primarily affects the companys

productivity. Brain Telecommunication Limited is a IT based Company where I had worked for

my OBL (Organizational Based Learning). During OBL I observed that Human Resource

Development Department is incompetent in its practices.

Problem Statement:

During my OBL I observed that Brains Human Resource Development

Department is not working efficiently and practicing administrative type of

functions. During my task to update personnel records in HRD department I

found some major incompetencies. After I moved to other departments it

becomes an evident that most of employees are not satisfied with HR policies.Finally I came up with this topic.

How Brains over all productivity is affected by ineffective Human Resource

Development Department

In this report we focused on major determinants that highly influenced the organization

productivity.


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1. Personnel management and Human resource management2. Human Resource Polices HR manual Recruitment or hiring

Training and Development Workplace conflicts

Person-organization fit requires that two types of fit be achieved in the hiring process: (1) between the

KSAs of the individual and the task demands or critical requirements for the job; and (2) between the

overall personality of the individual (e.g. needs, interests, and values) and the climate or culture of the

organization. The traditional selection model focuses almost exclusively on the first type of fit (KSAs

job) while tending to ignore, or assessing far less rigorously, the second type (personality

climate/culture).' The narrow focus of the traditional selection model reflects several factors. One is

that managers tend to think of individual job performance as the key outcome of the hiring process and

they believe that job performance is a function of the fit between KSAs and task demands. Additionally,

the traditional selection model is more concerned with finding new employees than with retaining

them. There is less attention to whether the whole person finds the organization's culture satisfying

enough to stay. Organizations have also been constrained by the unavailability of proven selection

technologies for producing the fit between personality and climate/culture. This situation can be

improved, we believe, by following the steps for hiring that are described next.

Step One: Assess The Work Environment The job analysis of the traditional model of selection is also

conducted in the new model. It remains instrumental in achieving the fit between individual KSAs and


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task demands. Alternative job analysis techniques include the position analysis questionnaire, task

inventories, and critical incident techniques.'^ The purpose of an organizational analysis is to define and

assess the work environment in terms of the characteristics of the organization, rather than just in terms

of the characteristics of a specific job. It identifies the behaviors and responsibilities that lead to

organizational effectiveness, and implies the personal characteristics most likely to be associated with

such behaviors and responsibilities. Organizational analysis also is important because job analysis data

may quickly become outdated as rapidly changing products and technologies reshape employees' jobs.

The organization's overall philosophy and values are likely to be more stable and consequently, the

more important long-term focus for fit. Techniques for organizational analysis are not well-established,

largely because there is little research that systematically associates the characteristics of organizations

and individual behavior patterns. Managers need to identify the important dimensions of

the organization and their implications for the kinds of employees who would best fit thosesituations. Although organizational analysis techniques are not nearly as well-developed as job

analysis techniques, a variety of methods are available. For example, the training field offers

guidelines for conducting an organizational analysis as one component of a training needsanalysis. Organization characteristics assessed include short- and long-term goals, staffing

needs, properties of the environment (for example, stability), and employee perceptions of

organization climate. Organizational culture audits have emerged in the last decade that offer

both qualitative and quantitative methods for describing an organization's norms and values. ^^

Ouite promising is a sophisticated Q-sort methodology that assesses the content, integrity, and

crystallization of organizational values and matches them with an assessment of individual

values. Finally, there is a long-standing approach to diagnosing the characteristics of an

organization's four subsystems (individuals, tasks, organizational arrangements, informal

organization) that can yield organizational analysis data. Organization analysis does not replace

job analysis. Rather it ensures that important components of the work confex* as well as itscontent are identified and evaluated for their importance to job success. While many job

analyses include 38 Bowen, Ledford, and Nathan First, the use of multiple screening methods,

raters, and criteria has long been recommended by researchers as the best approach to hiring.

Yet most organizations still hire employees using a single interview with a single interviewer.

evaluations of the work context, the person-organization fit model explicitly recognizes that

successful employees have knowledge, skills, abilities, and other personal characteristics that

match both the content and the context of the job. Step Two: Infer the Type of Person Required

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