If managers are to increase productivity, reduce costs, and improve their organization's competitive advantage, they must focus on how to properly manage personnel. Creating effective motivation and leadership, recruiting and retaining the right personnel, rewarding and treating employees fairly, establishing an environment that supports the people and benefits the organization, the Resource Manager looks towards a future with exciting challenges and opportunities for managing an organization's most valuable resource - its people. References Ivancevich, John M Human resource management 10thedition Boston: Mcgraw Hill/Irwin 2007
The HRM function is meant to align employee behavior and overall, choose how a firm will compete to achieve predetermined missions and goals. Both HR and management of any organization must agree and fully understand immediate and long term goals to make them possible. For example, ASI’s HR and management team work together and thoughtfully organize, use all resources, and strive to have able staff to follow through with all strategies. HR plays a crucial role in creating this organizational strategy, as well as working with management to best accomplish it. HR serves many purposes and these functions, along with how it works with management, to make the greatest impacts it can on the company as a whole.
Increased consideration should be given to the development of internal talent. Though, it is critical for the company to generate talent pools that is reliable and consistent internally leading to successful talent management. Developing skilled talent pools can be done on the basis of high performance. Conclusion and Recommendations It is important that TNNB emphasizes on the importance of talent management across the company. It should start from the recruitment to the retention and development of the employee, as it greatly affects the overall business strategy, profitability, success and growth of the company.
One of the many ways to measure an organization's success in meeting or achieving its strategic objectives is to evaluate the performance of its employees. This evaluation, if it is to be effective or of substantial value to the organization, it needs to be systematic and purposeful. In order to explain the impact that a performance management system can have on other areas of human resource management, it is necessary to define the relationship between a performance management system and human resource management. First, a performance management system is one area of human resource management. It is now becoming a strategic issue for organizations, in their pursuit of addressing deficiencies in the performance of employees in a timely manner; channeling employees in the appropriate direction towards performance of specific objectives that are consistent with the work or overall strategies of the organization; and providing employees with appropriate and specific feedback to assist with their career development.
It is believed that by doing the abovementioned will aid the company in achieving its organizational goals successfully. HRM zoom in to the people strategies, integrating it with company’s corporate strategies, an... ... middle of paper ... ...s an important portion in the organization, which is highly integrated with the core strategy. PM is typically held responsible by the company’s personnel/manpower department. In HRM, all managerial level of the organization is involved with a collective aim, where personnel issues are being taken care of by managers of the respective departments, who are trained with the necessary skill set. As motivations, PM offers employees with extrinsic rewards like compensation, bonuses, rewards, and the reduction of work responsibilities.
Rapid change requires a skilled, knowledgeable, workforce with employees who are adaptive, flexible, and focused on the future. As human resource professional, our role is to encourage managers and employees to integrate staff development and opportunities for growth. One of the initial steps that can be done is to assess and provide feedback to staff members regarding their knowledge, skills, and abilities. According to the text, Human Resource Management, by authors Byars and Rue (2011)it is critical that the human resource department has a clear understanding of the "strategic and operational plans of the organization" to be successful (Byars et al., 2011, p. 90). The human resource department can then put into motion the needs of the organization on a short-term and a long-term plan (Byars et al., 2011, p. 90).
Job evaluations analyze the performance of an individual in the workplace. Typically, evaluations distribute more credit to jobs that demand a higher level of effort and responsibility. Job status rewards contribute to employee motivation in the workplace. A major function of leaders is to support the motivation of associates. Constructive feedback should be given when leaders are encouraging motivation.
According to this information, the hypothesis would be: H1: TQM practices leads to improved market share H2: TQM practices generates better and improved quality products TQM is linked to high stock market performance and increases profit margins and revenues, hence, organizations with TQM in place can achieve competitive advantage (Lemak et al., 1997). Organizations that employ TQM practices like continuous process improvement, can increase their productivity, hence, more products available to the market (Yusuf et al., 2007). Therefore, TQM improves revenues of organizations. According to this information, the hypothesis would be: H3: TQM practices increases the revenues of an organization Organizations that are quality driven and have built long term relationships with suppliers, are able to create quality products to meet the needs and expectations of their customers. As TQM leads to improved product quality, it increases the customer ... ... middle of paper ... ...ng, high top management commitment, etc.
Employee Motivation Employee engagement is a key business driver for organizational success. High levels of engagement in domestic and global firms promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. A complex concept, engagement is influenced by many factors--from workplace culture, organizational communication and managerial styles to trust and respect, leadership and company reputation. For today's different generations, access to training and career opportunities, work/life balance and empowerment to make decisions are important. Thus, to foster a culture of engagement, HR leads the way to design, measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies necessary for growth and sustainability.
It can also be defined as “changing the content and process of the job to increase the employees satisfaction, motivation and productivity” (knapp and mujtaba, 2010). Jon design is basically a technique to reduce the negative impact of monotonous job tasks. Variety or change is needed in the job tasks to keep employees motivated towards work. Rearranging the job activities increases the positive impact on employee’s morale and avidity for work. The purpose of conducting this research is to identify that how work design affects on employees performance and how motivation helps to influence the employees to actively perform job tasks, that whether job design maximize performance or not.