The article focuses on trying to understand particular tools human resource management entails in enhancing the performance of employees and of the organization as a whole. A conceptual model is developed by the authors linking human resource management practices with organizational learning and knowledge management and performance and organizational capabilities.
It details out certain practices and policies of the human resource in enhancing the level of commitment and motivation in employees. Certain human resource best practice frameworks include performance related pay, supporting high teamwork and team building exercises, decision making on a decentralised level, limited discrepancies in status, comprehensive selection and hiring process for personnel, exhaustive training, identifying career opportunities and growth at the internal level, clear job descriptions and strategies promoting internal communication and involvement of personnel. The article further mentions that human resource best practices focus on three main factors – supporting opportunities for excellently motivated and trained personnel, emphasis on desired attitudes by providing strong reinforcements and efficient training and recruiting to enhance personnel skills and abilities.
The conceptual model proposed in this article has tried to analyze the associations between diverse constructs of organizational capabilities, knowledge management and organizational learning, has collated and analyzed theoretical knowledge on the above variables and finally determines an excellent understanding of particular tools by which organizational performance is influenced by best practices in human resource management (Theriou & Chatzoglou, 2008).
The above mentioned best practices identified by the authors throw considerable light on several strategies that human resource management entails in enhancing organizational performance. The central assumption is that HRM best practices details expertise on designing and developing thorough job descriptions, performance management, training programmes and selection of right personnel in order to attain desired levels in competitiveness and organizational performance.
One of the best practices followed in our organization is the commencement of performance related pay. This is a new remuneration tool which associates progression in the compensation package with the performance displayed by an employee. This has brought about a spirit of competition in the workplace, enhanced the motivation and performance levels of employees. In fact, other than performance related pay, the human resource department ensures that individuals scoring in performance are publicly felicitated. This further helps in enhancing behavioural and attitudinal results among the personnel by enhancing levels of job commitment, satisfaction and thereby contributing to retention of employees and reducing employee turnover (Paauwe, 2009). HRM best practices implemented in our organization try to attain certain strategic and long term objectives by being closely aligned with the enterprise, management involvement and concentration to attain optimum performance in the areas of quality, flexibility and employee commitment. Such best practices are thereby aimed to gain diverse favourable results including high cost efficiencies, less rate of turnover, less absenteeism and excellent in employee performance. This is the first step to building the high performance workplace by integrating certain constructs of knowledge management, organizational learning and organizational capabilities with the best policies implemented by our human resource team. The policies developed by the human resource have effectively used constructs of employee empowerment and overall organizational performance by enhancing the financial performance of the firm (Subramony, 2009).
In today’s competitive business environment, one of the pivotal roles is played by human resource management. The article has missed out the function of linking performance with the advent of non monetary measures adapted by human resource department. Especially in our organization, employees are publicly appreciated and praised for excellence in performance thereby building an organizational culture supported by innovation and high performance. This is one of the important practices that the article has not listed.
A balance has been drawn by the human resource department in effectively associating monetary strategies like performance related pay and non monetary strategies like team lunches, public appreciation and award functions. In fact, the human resource management in our firm has delved into certain strategies to attain high performance workplace and work teams (Murphy & Olsen, 2009). The department is emphasizing on intrinsic motivators and is also carrying out a host of other related best practices like training, flexibility and empowerment in work, promotions and integrating staff in the decision making process to enhance motivation, commitment and thereby increase performance levels.
A lot of attention is being paid to encourage supervisors to practice non monetary measures like praise and appreciation other than team lunches and team discussions. The human resource is striving to attain optimum levels of performance by integrating and promoting training, team building, sharing competencies and knowledge management within the manpower in the firm. All these steps are critical in helping to augment the levels of motivation especially by satisfying the esteem needs of employees.
Human resource management practices and polices help in shaping the future of an organization. It needs to focus on every aspect of human resource management including recruitment and selection, training, compensation and rewards and a host of other strategic activities which helps in managing the workforce excellently. The above mentioned practices have been listed out for excellent performance in organizations.
Murphy, K. & Olsen, M. (2009). Dimensions of a high performance management system: an explorative study of the US casual restaurant segment. International Journal of Contemporary Hospitality Management, 21(7), 836 – 853.
Paauwe, J. (2009). HRM and performance: achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129 – 142.
Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48(5), 745 – 768.
Theriou, G.N. & Chatzoglou, P.D. (2008). Enhancing performance through best HRM practices, organizational learning and knowledge management: a conceptual framework. European Business Review, 20(3), 185 – 207.