HUMAN RESOURCE MANAGEMENT PRACTICES IN PRIVATE SECTOR ORGANIZATIONS IN SRI LANKA

 

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 

Figure 1.0, Human Resource Management Practices - Employee Satisfaction Link

Source, Sri Lankan Journal of Human Resource Management (2007)

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.

References

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.