The
key elements of a successful workplace diversity programme would include
mutually reinforcing human resource practises that support diversity through
staffing, work design, training and development, organizational policies that
follow fair procedures and management that embraces the practices and policies
of the program and compensation. (Richard and Johnson 2001). Current
competitive environment, every organization has to change its internal
environment according to external environment changes. To perform as
successfully in such a turbulent environment competitively, Organizations need
resources such as capital, methodology, material, machine, men and management
information system. Also, resources should be used in a very effective way to
achieve strategic objectives. (Gamage and Imbulana 2013). Serasingha and Opatha
(2007) explained, the economic development of Sri Lanka heavily depends on the
success and progress of organizations including listed firms. Human resource
management is one of the most important functional fields of organizational
management.
Video
1.0. Human Resource Management in Organizations
Source.
Gregg Learning 2018
Video 1.0 explained about benefits of Human resource management,co-competencies and challenges to Human resource Management in organizational level and also how human resource management applies to the organization. Considering the human resource management practices, Serasingha and Opatha (2007) state that following five main practices under Human resource management and figure 1.0 shows an employee satisfaction link.
- Human Resource Planning ( Recruitment / Selection / Induction / Orientation)
- Training and Development
- Performance Evaluation
- Grievance Handling
- Discipline Administration
Ijigu
(2015) states that Human resource practice like recruitment, selection,
induction and orientation, training and development, performance appraisals and
compensation management is positively related to employee job satisfaction.
Wickramasinghe (2007) suggest that the companies move away from the internal
labour market and prefer to recruit from the external labour market. This has
implications for practice as internal recruitment not only motivate current
employees to perform better and increase their commitment towards the
organization but may also help to create a flexible/mobile internal labour
market whose job security could be improved through upward or lateral career
opportunities. Thus, a greater preference for external labour market may not
represent a deliberate, organization-wide, strategic selection strategy. Serasinghe
& Opatha (2007). noted that, A Nestle very large multinational company
operating closely in hundred countries worldwide and in Sri Lanka too. In Sri
Lanka, the employee strength of that company is less than 500 but comparatively
the Human Resources management practices are at an acceptable level. Similarly, if
Coca Cola Company in Sri Lanka is taken it has less than 500 employees but its
systematic use of Human Resource Management practices is high. When looking at
large firms operating in Sri Lanka such as Uni-Leaver, Hayley’s, there are
comparatively good Human Resources Management practices.
Singer Finance Lanka Plc (2018/2019)
states that in Human Resource strategies “Finding the right fit to the right
job, continuous human capital development and creating a healthy work
environment that encourages a healthy work-life balance are our strategic HR
goals. Currently, we are in the process of securing a Human Resource
Information System (HRIS) and a Performance Management Framework and putting in
place a process for measuring Key Performance Indicators (KPIs) this programme
was initiated by the ultimate parent company. Considering the company new
management, the Company has streamlined the recruitment process by introducing
a recruitment tracker and conducted interviews for over 500 candidates,
absorbing 46% into the carder as a result. We also began maintaining a CV bank
to strengthen the pool of sources in generating interview candidates”.
Considering
the Singer, Sri Lanka Plc continued to have excellent industrial relations and
continued its engagement activities and events for employees as well as their
families. The Group continued the development and training for its staff as
well as for our partners and their staff. Development of the retail channel
continues with a focus on enhanced merchandising and displays, overall shop
administration, and staff training and development to serve our customers
better. Induction and orientation are important and useful for our employees to
have a macro picture of Singer’s operations. The formal induction and visits to
the retail outlets of the Company’s channels of distribution offer a broad
overview of the whole business upon joining. As a large household retailer, the
service provider of 430,000 customers and well-diversified social responsible
Company, conducting various categories of training programmes for several
levels of employees to serve better to internal and external customers. Also,
Singer retail academy aims to develop company employees in field activities,
providing five diploma programmes. These aspects constitute the modules of the
programmes, culminating in 164 modules being conducted under these diplomas
that have benefited over 2,700 employees. All employees of the Group undergo
performance appraisals except interns, trainees, and temporary employees. The
process facilitates career management, mapping development paths, and enhancing
the effectiveness and motivation of our employees. It helps to achieve better
results, manage employees effectively, and identify the training needs of
individuals.
Company has
introduced the ORACAL HRIS system in 2019 and is designed to support the
planning, administration, decision-making, and control of human resources
management. Candidate Applications such as employee selection and placement,
payroll, pension and benefits management, intake and training projections,
career pathing, equity monitoring, and productivity evaluation are supported by
this information system.
Annual
Report (2017/2018). Singer (Sri Lanka) Plc
Annual
Report (2018/2019). Singer (Sri Lanka) Plc
Annual
Report (2018/2019). Singer Finance Lanka Plc
Richard,
O.C. and Johnson, N.B. (2001), “Understanding the impact of human resource
diversity practices on firm performance”, Journal of Managerial Issues, Vol. 13
No. 2, pp. 177-96.
Gamage, P. Ambulant, L. (2013). Tanning and
Development and Performance of Employees, Evidence from Sri Lanka Telecom,
International Journal of Marketing, Financial Service and Management Research
02.
Ambulant. (2007). Human Resource Management
Practices in listed Firms in Sri Lanka, Sri Lankan Journal of Human Resource Management
01.
Ijigu, A.W. (2015). The Effect of Selected Human Resource Management
Practices on Employees’ Job Satisfaction in Ethiopian Public Banks. Emerging
Markets Journal, 5(1), pp. 1–16.
Wickramasinghe, V. (2007). Staffing practices in the private sector in Sri Lanka. Career Development International, 12(2&3), 108-128.
Bartel (2004) stated that, Human Resource Management environment can be even more important in determining the productivity in service sector such as banks and finance companies than in manufacturing sector.
ReplyDeleteHuang (1999) has identified in his study that companies which closely coordinate with good HRM practices achieve better performance than companies do not. Schuler and Jackson (1997)
Deletenote that businesses require employees to possess specific skills, knowledge, and abilities needed to implement their competitive strategies and the development of the desired behavior and abilities depends on the design and implementation of specific HRM methods. Firms adopting an innovation strategy must be prepared to adapt to rapid market change and
technological progress. Their employees need to be creative; to be cooperative with each other; to be able to pursue long-term objectives; to devote proper consideration to the quality and the quantity of products and services provided; to be
able to take risk; and to cope successfully with ambiguity and uncertainty.
The success of banks largely depends on the intellectual development of the employees. Along with intellectual development of the knowledge worker, technical infrastructures of the bank must be ensured to enhance the effectiveness of the employee and the bank (Hossain, 2014)
ReplyDeleteIn any organization, employees are considered the essential strategic asset. Therefore,employees could be a competitive advantage if their organization provides more attention and invest in developing employees’ skills at the workplace (Danish and Usman, 2010; Zaharie and Ossian, 2013). A number of researchers have reported that HR practices are positively linked with organizational and employee performance.
DeleteHuman resource planning (HRP) is the continuous process of systematic planning ahead to achieve optimum use of an organization's most valuable asset,quality employees and same ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses(Casio, 2015).
ReplyDeleteTraining is one of main HR activities in the organization and helps the firm to achieve its goals. According to Grossman and Salas (2011), training is an organized task of information, skills, and attitudes lead to enhancing performance in a particular situation. Hence, next step follows recruitment and selection is training and development of employees. This process should involve the new recruited and existed employees. However, careful selection of employees does not guarantee that the new staff will perform the tasks effectively, thus, firms should design and implement proper training programs for those employees in order to achieve the tasks assigned to
Deletethem (Dessler, 2009). Training and development are designed to improve employee performance, competency level and ultimately leads to foster organizational performance. In addition, training refers to a systematic approach to learning and development to improve individual, team, and
organizational effectiveness (Goldstein and Ford, 2002).
Accrording to Snell and Bohlander ( 2007 ) , there are several competitive challenges emerged during past decade are going global ( many companies are seeking business opportunities in global market due to globalization) , embracing new technology, managing change, managing talent or human capital, responding to the market and containing costs .
ReplyDeleteShiyani (2020) noted that ,many companies are seeking business opportunities in global markets to grow and prosper as domestic markets are shrinking. Globalization is the trend towards opening up foreign markets to international business and investment. The impact of globalization on business and HRM is enormous. Considering the impact of Globalization on HRM,
Deletea) HR managers have to balance a complicated set of issues related to different geographies, cultures, employment laws and business practices.
b)HR managers find it difficult to gauge the knowledge and skills of foreign worker and how to train them.
c)The different languages and cultures of foreigners make things more complicated.
d)It is a real challenge to relocate managers and workers.
e)Training managers on foreign cultures and procedures before they take up foreign assignments is time-consuming.
Human resource management can be conceptualized as a response by management to the involvement of internal and external forces. The human factor in the workplace can be considered to be controlled more directly by the manager than any other resource. On the other hand, the competitive advantage of small companies is determined by the company's human resource management (Chang, 2013).
ReplyDeleteHuang (1999) has identified in his study that companies which closely coordinate with good HRM practices achieve better performance than companies do not. Schuler and Jackson (1997)
Deletenote that businesses require employees to possess specific skills, knowledge, and abilities needed to implement their competitive strategies and the development of the desired behavior and abilities depends on the design and implementation of specific HRM methods. Firms adopting an innovation strategy must be prepared to adapt to rapid market change and technological progress. Their employees need to be creative; to be cooperative with each other; to be able to pursue long-term objectives; to devote proper consideration to the quality and the quantity of products and services provided; to be able to take risk; and to cope successfully with ambiguity and uncertainty.
Organizational objectives are effectively met only when HR practices are being planned and implemented effectively based on company needs. Strategic HRM is a major focus of HRM function which is all about integration and adaptation which ensures that HR practices are aligned with organizational requirements and everyone's practicing them (Boxall et al, 2003).
ReplyDeleteStrategic Human Resource Management is a combination of Strategy and Human Resource Management (HRM). According to Storey (1995), HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.
DeleteWith the current pandemic situation over the globe, all companies have rapidly changed in all aspects of their business. Based on a survey conducted by PWC on CEO’s around the globe, 2 key themes have emerged. First being many CEO’s plan to make the companies more digital and virtual and plan to develop a more flexible and employee-oriented workforce (Sethi, Rivera & Amitrano, 2020). With this being the case, HR divisions will have to re-think their strategy to meet these objectives.
ReplyDeleteThe sudden shift in work culture has brought new challenges for HR. The top priority for HR professionals is now crisis response and how to keep the employees engaged, provide the right communication channels and tools for remote work, and more. Following are the main HR challenges.
Deletea) Mental Health and Wellbeing
b) Managing Remote Work
c) More emphasis on data
d) Taking an outside-in approach
There’s a lot more to Strategic Human Resource Management than meets the eye. Not only should HR align its practices with the business strategy, to be truly strategic, HR needs to understand where the strategy comes from and connect with the various stakeholders that strategy is made for.(Vulpen 2020)