human resource practices

Indian commercial banks have been using human resource practices to gain competitive advantage. Both commercial banks have planned career planning appraisal system. In private sector, bank employee can progress as his/her performance but in public sector he/she can get promotion as per policy. Some flexibility is there in transfer system. Meeting held frequently in which they invite staff suggestion so staff are more satisfied.

This paper validates the contention that SMEs in Pakistan have great potential for greater economic and social developments. SME sector can play a pivotal role in developing the viable economic structure of the country. The figures and facts presented earlier indicated the potential and further growth in this sector. However, SMEs are not utilizing their human resource strategically and coherently and management ignores organization’s most valued assets, that is, the workforce. Incompetency in implementing human resource practices due to the scarcity of HR practitioners is one of the major obstacles, facing by the SMEs, to maximize their outcomes. Hence considerable steps should be taken to improve the sources of organizational efficiencies to achieve the SME performance.

Practices which a company combines to manage its HR system. A company should always combine “Number of Best HR Practices” which they should implement for the survival and sustainability of the organization. ”Best practices" in HR are subjective and transitory. They enhance internal capabilities of an organization to deal with current or future challenges to be faced by an organization They enhance internal capabilities of an organization to deal with current or future challenges to be faced by an organization Employees training and development & performance appraisal is one of the most important resources practices that would directly affects organizational performance. Human resource practices can play a crucial role in changing the attitude of the companies and its employees in order to facilitate the entry and growth in the markets.HR Practices are most effective when matched with strategic goals of organizations. HRM,s role in the company‟s success is growing organizations and becoming more important than eve. the hrm practices are crucial in designing the structure for man power, staffing, performance appraisal, compensation, training and development. HRM practices are a primary means for defining, communication and rewarding organizations and becoming more important than eve. the hrm practices are crucial in designing the structure for man power, staffing, performance appraisal, compensation ,training and development. HRM practices are a primary means for defining, communication and rewarding desired role behaviors and desired role behaviors are a function of organizational characteristic HRM practices can play a crucial role in changing the attitude of the companies and its employees in order to facilitate the entry and growth in the markets.

uman resource is the management of people within the organisations, focusing on policies and on systems.HR departments concentrates on maximising the employee productivity Human resource activities emphasises “four generic activities of all organisations” namely selection/promotion/placement pro- cess, reward process, development process and performance appraisal. (Tichy et al., 1984).Good HRM practices are instrumental in helping achieve de- partmental objectives and enhance productivity. (Guest’s 1997). Human resource practices are functional activities and strategic plans that enable improved services to employees and increased profitability for the employer. Numerous studies found that the human resource (HR) practices enhance organisational performance (Marchington and Grugulis, 2000; Dyer and Reeves, 1995; Richardson and Thompson, 1999; Wood, 1999). Several studies examined the relationship between HR practices and organisational growth originates in US. (Arthur, 1994; Huselid, 1995; MacDuffie, 1995; Ichniowski et al., 1993; Youndt et al., 1996). Researchers established that the trust factor is found in every human resource activity- training and development, compensation, promotion, placement and performance appraisal (Robinson and Rousseau, 1994). In early 1980s, the concept of human resource management (HRM) emerged with two basic paths of research among the direct and indirect relationship between human resource management and organisational performance (Schuler and Jackson, 1999).Research shows that perception towards organisations HR activities directs the organisational inducement that has its direct impact on employee attitude and organisational relationship.(Allen et al., 2003).Employee loyalty can be measured by the factors like Employee turnover, employee productivity and customer feedback and these dimensions are considered as the interpersonal and social

Indian commercial banks have been using human resource practices to gain competitive advantage. Both commercial banks have planned career planning appraisal system. In private sector, bank employee can progress as his/her performance but in public sector he/she can get promotion as per policy. Some flexibility is there in transfer system. Meeting held frequently in which they invite staff suggestion so staff are more satisfied.

Attracting and retaining key employees is always a challenge, but it has become more difficult due to the competition for skilled employees. The employees feel that effective HR practices have a direct and positive relationship with employee retention. The companies that successfully attract and retain key employees offer high compensation pancakes and dynamic environment. The compensation and benefits given by Telecom sector to its employees is a vital policy that helps organizational nourishment. The employees hold the opinion that compensation/rewards contribute to improving an employee’s loyalty and retention toward organization. The results indicate that Telecom sector is very capable and successful in employee retention. It is also providing a culture that is helping in retaining the employees at all levels. Training and development is a process of developing expertise in employees for the purpose of better performance. Training and development is important in improving the effectiveness and in retaining the key employees. Employees are loyal to the employer if the employer is committed and helpful for their long term career development. Employees come to the organization with certain needs, desires and skills and expect that they would be given an environment where they can utilize and enhance their abilities and satisfy many of their needs. Employees feel that training and development needs of staff are not being properly taken care of.

Rapid development in information technology has resulted in many organizations adopting social media as a strategic tool in communicating with internal and external audiences. Human resource departments are increasingly using enterprise social media (ESM) to create social relationships, enhance communication and trust amongst employees. Studies show that the use of electronic networks has been linked to knowledge management (e.g. Alavi and Leidner 2001; Wasko and Faraj 2005) and improved communication and collaboration in order to enhance individual performance at work (North 2010). Furthermore, incorporation of internet

Strategic human resource management focuses on identifying and choosing among human resource (HR) actions in pursuit of the organization's strategic objectives. It goes beyond the more common focus on transaction efficiency, cost reduction, or human resource process improvement. In organizations with substantial numbers of employees and with labor costs that are a high percentage of total costs, arguably the most important focus for efforts to improve organizational performance should be on the HR system (and its individual HR practices) and the employee performance competencies driven by the system. It is these performance competencies that create value and improve organizational performance. The HR management system that really drives performance is the one that delivers the employee competencies needed to achieve strategic objectives.

Notably, job analysis wasn't conducted consistently in a very goodly variety of organizations (18.4%). Some organizations cared-for perform job analysis at irregular intervals, once it had been required or wh en one thing modified. Öztürk (1995) reported similar findings. Information collected from thirty three public and 253 personal organizations disclosed that Turkish managers were responsive to the importance of job analysis. However, managers indicated they performed such analysis solely sometimes and updated job descriptions and specifications once a year or once each five years (Öztürk, 1995). As several researchers state, it's suggested to renew job analysis info oft to stay track of changes in jobs (i.e., changes in duties) and devise simpler HR practices. Whereas Turkish managers notice job analysis’ importance, they appear to ignore change such information. Despite this disadvantage, we tend to should acknowledge the augmented attention toward the topic. With the choice of the Turkish cupboard in 2000, it had been created necessary for all public establishments to conduct job analyses and verify the amount of individuals required for every position. This call light-emitting diode augmented understanding job analysis principles and human resource coming up with, particularly publically organizations, that had been ruled victimization traditional personnel management practices. Today, modeling the practices of public organizations and institutionalized personal organizations, several organizations a minimum of try and inscribe job descriptions and specifications. There looks to be convergence with reference to quality of job analysis.

Human resources (HR) practices of managers and workers may be very different (Fey, et al., 2000). Table 1 displays the mean scores and standard derivations of these HR practices. The staff recruitment and performance assessment of managers and workers have a higher average score. Managers have higher score than workers in recruiting, performance assessment and information sharing. However, T-test shows that managers have a lower score than workers in training and turnover rate. There is no significant difference between the two groups in payment and job security. Goodall and Warner’s (1997) findings showed very few differences in manager’s and worker’s payment. It is a trend of HPWS that the payment transfers from symbolic egalitarianism to performance-based payment.

Corporate culture has become one of the deciding factors lately. Elevating market demands makes companies work more to grow, expand and sustain within the volatile market scenarios. This, thus directly or indirectly affects the organizational culture, as every resource is over- occupied with loads of work that may affect the healthy work culture at office leading more to clashes or office chaos.

Higher Education Institutions undergo fundamental changes due to globalization, growing competition for funding and staff as well as increasing institutional autonomy. These changes are linked to new responsibilities requiring greater managerial and leadership competences (Pellert 2007). In view of the fact that the investment for employees accounts for the largest share of institution expenditure, human resource is the most valuable asset of higher educational institutions and gains importance in university affairs (Evans & Chun 2012). The practices of human resource management like recruitment, selection, orientation, training, performance appraisal, compensation and retirement will take place in every Institution. Now-a- day’s even smaller organizations are having a separate HR department to bring the best of the employees. In this regard it is necessary to understand the effectiveness of HR practices on the employees’ performance. Starting from recruitment till retirement employees are passing through the various HR practices. In this regard it is important to know the level of impact of HR policies and practices. Observation, Interview and Questionnaires has been used for data collection. The initial understanding of the HRM was done with observation. The various policies and

Accordingly, we are honored to be the guest editors of this special issue of Chinese Management Studies, on organisational human resource practices, and to make our own contribution to this growing literature. The articles selected all focus on this theme, with topics ranging from job satisfaction, leadership, competence of top management, social network of employees, and knowledge. These articles provide a deeper understanding of human resource management in the Chinese context. The culturally aware members of our readership will no doubt have a wry smile at our choice of 8 papers in this issue. Whereas we may have gone for the “lucky 7” in a western context, this an issue rooted in Chinese tradition, where the number 8 ( 八 , bā) is thought to be auspicious because it sounds similar to “prosper” or “wealth” (recall, for example, that the opening ceremony of the Summer Olympics in Beijing began on 8/8/08 at 8 minutes and 8 seconds past 8 pm Beijing local time). And so we proffer these ideas and insights to you, along with the hope they will enable you, the reader, to prosper from them.

Human resources are the most important assets of an organization because without them the business functions such as recruitment, selection, retention, communicating through all stakeholders, and dealing with customers could not be completed. Over the years, researchers have suggested about the practice of HRM i.e. employee selection based on fit with the company’s culture, emphasis on behavior, attitude, and necessary technical skills required by the job, compensation contingent on performance, and employee empowerment to foster team work, among others have the potential to improve and sustain organizational performance. Effective human resource practices relate to company performance by contributing to employee and customer satisfaction, innovation, productivity, and development of a favorable reputation of the firm in the industry. To be a competent company HR department’s competency is a must.

The important consideration is that service quality should form the basis of building all customer retention strategies. Service quality is highly dependent on the service employees. Competitive advantage of a firm can be generated from human resources. Effective HRM practices, together, influence firm performance. Distinctive human resource practices help to create the unique competencies that determine how firms compete (Capelli and Crocker-Hefter, 1996). People make the organization, its products, and its service solutions unique. Only if the employers treat their employees as precious resources, the employees would in turn treat their customers as valuables.

Ethical human resource practices are vital to enhancing enterprise financial performance however there has been many cases reported in the media and in research about discrimination and unfair HR practices. These includes in the areas of recruitment and selection, career development, reward and remuneration to mention a few. According to Winstanley and Woodall (2002), employee well being and ethical treatment are critical for an organizations success because this enhances the motivation of employees as well as gives the organization a good reputation with its customers and other stakeholders. HR management consists of systems, policies and practices that directly influence employees‟ behavior, attitude and eventually performance (Armstrong, 2010). The need for ethical practices in organizations has translated to the creation of codes of conduct, legislation and policy framework to ensure fairness and ethical practices. In addition ethical HR practices have been stressed upon through the creation code of conduct and legislation to guide HR practitioners towards ethical HR practices.

The plan that the amount of energy given by employees through a high level of organizational commitment, promotes an equally high level of the effectiveness and performance of the both organizational level and individual, Also, Mowday (1991), this categorized of those variables’ to the four crucial classifications of the variables. Those were work experience, structural quality, job characteristics and personal characteristics. There are other organizational components or the factors had been recommended into impact OC including managerial size, human resource practice, leadership, and organizational culture. Among these, human resource practices, which could be deliberately, controlled by the organization impact the levels of the OC into their workers. Importance of the human resource practices in the formation and maintained of the employees.

attitudes including employee satisfaction, loyalty and productivity has been widely analyzed. It is also suggested that treating employees as a valuable asset improves their commitment and loyalty which leads to higher performance and quality (Silvestro, 2002). Academic research conducted at the organizational level supports that human resource practices affect organizational outcomes by shaping employee behaviors and attitudes (Arthur 1994; Huselid 1995). Ostroff and Bowen (2000) found that human resource practices shape work force attitudes by moulding employees' perceptions of what the organization is like and influencing their expectations of the nature and depth of their relationship with the organization. There is also a general notion that human resource practices interact with perceptions of organizational support to affect employee commitment. Researchers have over the years proposed countless varied lists of practices however; there is no agreement on what or which practice qualifies as an aspect of HRM (Beer et al 1984; Storey 1995; Guest 1997; Boselie et al. 2005). It is interesting to note that there are still some practices that form the core of the various practices proposed. These include recruitment and selection, training and development, performance management and reward scheme, however, others such as job design and employee involvement are more sporadic and are yet to gain grounds in the HRM literature.

The resource-based view of the firm (RBV) indicates that HRM can generate sustainable competitive advantage through recruiting, developing and retain- ing exceptional human talent (Steinkellner, Czerny, & Lueger, 2010). Human resource management (HRM) practices have been widely researched and ac- cepted as playing an instrumental role in creating and sustaining organizational performance (Becker & Gerhart, 1996). Performance is a process used by orga- nizations to make certain that their workforce is capable of producing quality goods or delivering quality services as per the requirement of an organization. For instance, training and development is one of the most effective Human re- source development practices which includes, on-the-job training, job rotation, mentoring, professional development programs, capacity building for teachers, case study etc. These can help to improve the knowledge, skills, experience, expertise, performance and motivation of all employees. Good Human resource practices lead to good functioning of internal organization which eventually become the source of creativity, innovation and succeeded performance of orga- nization as per Ahteela, Blomqvist, Puumalainen, and Jantunen (2010). Thus HRM should be considered as a strategic issue. The policies, systems and prac- tices influencing attitude, behavior and performance of employees compose the HRM (Noe, Hollenbeck, Gerhart, & Wright, 2007). HR practices and its im- pact on employees’ performance is the center of attention by researchers and its stated that the success of any organization greatly depends on the performance of its employees. Hence, numerous researchers have tried to give due coverage to this particular topic in their research studies.

Given the importance of HRM in institutional survival and growth as well as the roles played by SMEs towards economic development in Zimbabwe it is imperative that more insights are gathered on HRM practices amongst small businesses. Litz and Stewart, (2000) posits that human resource management is about creating and sustaining superior human resource contributions for firms. Aladwan, Bhanugopan, Fish, (2014) asserts that “Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Zimbabwe as a nation has had a huge brain drain in the past decade and the majority of skilled personnel have sort for better employment in neighbouring countries that have relatively stable economies. Most small businesses in Zimbabwe are engaged in high customer contact businesses where employees form the interface between the business and its stakeholders. McEvoy (1984) noted that without proper human resource practices most small business are likely to fail. As such it imperative that formal human resource practices that attracts, develops and retains the best manpower are adopted to ensure a sustainable organisational success. Hornsby and Kurakto (2003) noted in a study of 262 small businesses in the United States that owners of the firms considered the quality of workers as their major concerns.