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Contents 1.0 Introduction.............................................................................................................................. 1 2.0 Overview of Dialog.................................................................................................................. 2 3.0 Concept of Human Resource Management....................................................................... 2 3.1 Purpose of Human Resource Management................................................................... 3 4.0 Functions of HRM................................................................................................................... 5 4.1 Contribution of HRM functions to Dialog’s Objectives................................................... 7 4.2 Approaches to Recruitment and Selection...................................................................... 8 4.2.1 Recruitment Methods.................................................................................................. 8 4.2.2 Selection Methods..................................................................................................... 12 5.0 Impact of training, performance appraisal and compensation....................................... 18 5.1 Benefit of training, performance appraisal and compensation on employees and employers.................................................................................................................................. 18 5.2 Influence of training, performance appraisal and compensation on productivity and profitability................................................................................................................................. 20 6.0 Influence of employee relations.......................................................................................... 22 7.0 Employment Legislations..................................................................................................... 23 8.0 Job Description and Job Specification............................................................................... 25 8.1 Influence of Job description and Job Specification On HR functions....................... 27 9.0 Conclusion.............................................................................................................................. 28 1.0 Introduction HumanResourceManagement[HRM]isacombinationofpeople-oriented management practices that views employees as assets rather than costs; and its main aim is to create and maintain a skilful and committed workforce to gain competitive advantage. It is essentially the efficient and effective utilisation of human resources.HRM functions include conducting job analyses,planning personnel needs, recruiting the right people for the job, orienting and training, managingwagesand salaries,providing benefitsandincentives,evaluating
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performance, resolving disputes, and communicating with all employees at all levels. (Khan, 2019) The purpose of this report is to outline the Human Resource Management practices in the telecommunication industry. Initially, the purposes and scope of human resource management will be explained in terms of resourcing an organisation with talent and skill appropriate to fulfil business objectives. Secondly,the effectiveness of the key elements of HRM in an organisation will be evaluated. Moving on, an analysis on the internal and external factors that affect HRM decision making, includingemploymentlegislationwillbeprovided.Finally,humanresource management practices will be applied in a work related context. 2.0 Overview of Dialog Dialog Axiata, a subsidiary of Axiata Group Berhad (Axiata), operates Sri Lanka’s leading quad-play connectivity provider. Dialog Axiata PLC, listed on the Colombo stockexchange,supplementsitsmarketleadingpositioninthemobile telecommunications sector with a robust footprint and market presence in Sri Lanka’s fixed telecommunications and digital television markets through its fully ownedsubsidiariesDialogBroadbandNetworks(Private)LtdandDialog Television(Private)Ltd.Thecompanyhasreceivednumerouslocaland international awards including the Telecom/Internet Service Provider of the Year, National Quality Award and Sri Lanka Business Excellence Award; and was the first South Asian company to receive Customer Service Quality Standard [CSQS] certification, in recognition of its achievements and high level of compliance to CSQS in contact management; thus delivering world-class customer service to its 8 million subscribers. (Dialog, 2020) 3.0 Concept of Human Resource Management Armstrong (2006, p-3) defines Human Resource Management [HRM]as ‘a strategic and coherent approach to the management of an organisation’s most
valued assets – the people working there, who individually and collectively contribute to the achievement of its objectives’. Likewise, Flippo (1980) describes HRMastheplanning,organising,directing,controllingofprocurement, development, compensation, integration, maintenance and separation of human resourcestowardstheachievementofindividual,organisationalandsocial objectives. Armstrong (1999, p.3) adds to the same that HRM is also concerned with the conduct of relationships between management and the workforce. Furthermore,Storey (1995); Buchanan and Huczynski (2004) suggest that HRM emphasises on the strategic placement of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques; as well as on the need to establish an integrated series of personnel policies to support organisationalstrategyandachievecompetitiveadvantage.Sinceevery organisation, regardless of its type is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment towards the organisation is essential to achieve organisational objectives. (Decenzo and Robbins, 2010) HRM can be categorised into two approaches; ‘Soft’ and ‘hard’. Hard HRMtreats people just like any other resource that has to be managed effectively and emphasises on organisational needs rather than the needs of employees. On the other hand, Soft HRM recognises the needs and wants of peopleand focuses on nurturinganddevelopingstaffalongsideemployeetraining,motivation, commitment and participation as a means of achieving corporate aims.(Storey, 1992;Beardwell and Claydon, 2007) 3.1 Purpose of Human Resource Management The human resources department of a business is provided the responsibility to equip the organisation with the necessary skills and talents; and assign the right person to the right position according to their qualification so as to ensure performance improvements. According to Graham (1978)the purpose of human resource management is to ensure that the employees of an organisation are used in an effective way so as to gain optimum benefit from their abilities while the employees obtain both material and psychological rewards from their work. In other
words, HRM strives to maximise a company’s performance by investing in the right people/providing a high return on a business’s investment on its people. HRM also plays a considerable role in improving an organisation’s reputation. Fombrun and VanDiel(2004)citedinFreidman(2009)suggestthatHumanResource Management indirectly improves corporate reputation. It focuses on actions such as communication, training and compensation initiatives that build employee competencies, motivation and organisational identification, that in turn positively influences corporate reputation especially when employees then interact with external stakeholders such as customers. Similarly, Lockwood (2004) also argues that human capital is a critical value driver of corporate reputation. Therefore, by partnering with senior management and implementing strategic human resource practices HRM enhances reputation of an organisation. Human Resource Management also strives to control budgets and minimise excessive spending bydeveloping methods to curb workforce management costs, which includes negotiating better rates in return for benefits such as health care coverage. Additionally, HRM studies the labour market, employment trends and salaries based on job functions to ensure competitive and realistic wage-setting. Such business budget controlling is crucial especially for smaller organisations. Furthermore, an in-house human resource function instils the importance of human capital to a company especially to organisations where employees perform cross- functional duties. HRM strives to sustain or even enhance human capital value by recruiting and selecting the most qualified and suitable applicants, and retaining the most talented, well-motivated and committed employees (Parameswari and Yugandhar; 2015). Picincu (2019) also agrees that the purpose of HRM is to attract and engage highly skilled people who can add value to an organisation and support its goal. HRM also ensures that the workforce embraces the company's philosophy and business principles, thereby creating a cohesive work environment. Conflict is inevitable in a workplace, given the diversity of personalities, work styles, backgrounds and levels of experience among employees. HRM and its related managers’/staff persons are specially trained to handle employee relations matters by identifying and resolving conflict among the workforce and restoring positive working relationships. Moreover, the HRM function develops succession planning by identifying employees with the required capabilities and promise to eventually
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transition to leadership roles within the company. This is vital for an organisation’s stability and future success. (Parameswari and Yugandhar; 2015) 4.0 Functions of HRM Workforceplanningisafundamentalbusinessprocesstoalignchanging organisational needs with people strategy, this involves identifying workforce requirements and then designing strategies to meet those requirements. In other words, workforce planning is the process of analysing, forecasting and planning workforce supply and demand, the gap between the present and future workforce needs;andthendevelopingstrategiestomeetthe gapsoastoachieve organisationalmissions,goalsandstrategicplans.Thehumanresource department accomplishes the process of workforce planning through its functions which include recruitment, selection, training and development, performance appraisal, compensation, employee relations and many more. (Bandaranayake, 2014) According to Armstrong (2009) recruitment is the process of finding and engaging people the organisation needs while selection is concerned with deciding which candidate should be appointed to the job. Similarly, Branton and Gold (2007) differentiates recruitment and selection by implying that “recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job, given management goals and legal requirements”. The process involves identifying job vacancies and defining requirement related to qualification, skills andworkexperiencethroughjobanalysis;preparingjobdescriptionsand specifications;attractingcandidatesbyadvertisingthejobvacancieswhile reviewing and evaluating alternative sources of applicants inside and outside the company; shortlisting applicants and selecting the most suitable candidate after interviews, tests, assessments and background verifications; then finally offering
employment after preparing necessary contracts. During the entire process of recruitment and selection, human resource [HR] managers must ensure equal employment opportunities without discrimination based on caste, creed, race, sex and religion. Failure to do so shall invite legal action against such organisations. (Mwaniki and Gathenya, 2015; Bandaranayake, 2014) AnothercorefunctionofHRMistraininganddevelopmentwhichinvolves improving the skills and knowledge of current and future employees so that they could perform their jobs effectively.In addition to providing training for new or inexperienced employees, organisations may also provide training programmes for experienced employees whose jobs are undergoing change. Large organisations often have development programmes which prepare employees for higher level responsibilitieswithintheorganisation.Variousmethodsoftrainingand development could be used including on-the-job training, off-the job training, job rotation, coaching, mentoring, workshops, conferences as well as vocational, graduateandself-awarenesstraining.Suchtraininganddevelopment programmes are useful to assure that employees are capable of performing their jobs at acceptable levels. Moreover, it reduces wastage and increases quality of output of an organisation while improving employee job satisfaction and motivation. (Mathew, 2019; Bandaranayake, 2014) The HR department also oversees the payment of compensation or remuneration which is the fundamental duty of an employer. Compensation is essentially the payment may by the employer to the employee for the work performed by the latter. HRM develops, implements and maintains a system of payments which is fair both internally and externally that fair wages or equal pay is made for equal work. Compensation or remuneration is the basic motivating factor for any employee, and acts as primary factor for retention of employees in an organisation. Unjust or improperremunerationmaytriggerdissatisfactionandhurtorganisational performance and reputation.HRM provides a rational method for determining how muchemployeesshouldbepaidforperformingcertainjobs.Moreover, since compensationisamajorcosttomanyorganisations,itisamajor consideration in workforce planning. Compensation also affects staffing as people are generally attracted to organisations offering a higher level of pay in exchange for the work performed. It is also related to employee development as it provides
an important incentive in motivation employees to higher levels of job performance and job positions in an organisation. (Saurabh, 2019) Maintaining employee relations through sufficient communication systems and co- partnership is one of the most important functions of HRM which also involves interacting and negotiating with trade unions regarding wages, service conditions, resolving disputes and grievances. Maintaining good labour relation is essential to ensure productivity and smooth running of a business. It helps avoid conflict and maintain peace and harmony within the organisation by reducing strikes and providing fair deals to workers as well as establishing industrial democracy. Unhealthy employee relations shall cause the moral and physical conditions of the employees to suffer. (Bandaranayake, 2014; Saurabh, 2019) 4.1 Contribution of HRM functions to Dialog’s Objectives The functions of HRM contribute greatly to the achievement of organisational objectives. This is because the objectives of HRM are directly related to an organisation’s mission and goals. (Picincu, 2019) Dialog Axiata operates with the vision to be the undisputed leader in the provision of multi-sensory connectivity. It also aims to create value, provide quality service as well as leading edge technology unparalleled by any other (Dialog, 2020). In such a circumstance, the HR department of Dialog would influence the achievement of the set objectives through its functions relating to recruitment and selection, compensation, training and development, performance appraisal and employee relations. The recruitment and selection process in Dialog plays a key role in ensuring that the organisation has a competent workforce by attracting and selecting candidates with adequate skills, qualification and work experience. A talented workforce can be used strategically to add value to the organisation. Besides, such employees would also bring in fresh/innovative ideas within the business and may contribute to the development of technological advancements that may be unmatched by the competitors of dialog thus providing Dialog a competitive advantage over its rivals. (Bianca, 2019)
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As Dialog is a service organisation that operates in the telecommunication industry, employees of Dialog will have direct contact with customers and would frequently interact with them during customer inquiries, calls, sales promotional activities and manymore.Insuchcircumstances,HRfunctionsespeciallytrainingand development will help employees gain the necessary competencies and interactive skills to provide high quality services and customer satisfaction. (Estalemi, 2000; Estalemi and DeMaeyer, 2002; Heskett et al.,1997) cited in (Friedman, 2009). Moreover, HR functions in Dialog such as compensation and training influence employee motivation and overall behaviour that customers and the general public observeandusetoassesscorporatereputation.Therefore,ajustified compensation and effective training scheme would boost the corporate reputation ofDialog.Additionally,compensationschemesrelatedtoemployeebenefit packages such as vacation days, flexible working arrangements or retirement plan enhancements would assist Dialog to increase employee retention. (Bianca, 2019) Furthermore, Dialog will be able to create value, enhance quality and improve services by satisfying employees, compensating them while providing financial benefits, conducting their appraisals, providing open communication systems and accepting feedback within the organisation. Also maintaining good employee relation within the organisation is a vital function HRM which enhances employee job satisfaction and motivation. This would then boost employee loyalty, retention and reduce employee turnover rates in Dialog. (Leghari et al. 2014) 4.2 Approaches to Recruitment and Selection 4.2.1 Recruitment Methods Internal and External Recruitment Internal recruitment involves an organisation filling a job vacancy within the business from among its existing workforce through promotion or lateral transfer. On the other hand, external recruitment is when the business looks to fill a job vacancy in the organisation with any suitable candidate from outside the business organisation. (Jonas, 2011) Table 01: Strengths and Weaknesses of Internal Recruitment
AdvantagesDisadvantages Boostsmotivationandmoraleof existing employees New skills and ideas do not enter the organisation Minimises costsMoraleproblemsforthosenot promoted Less time wastageCreates another vacancy which must be filled Organisations have better knowledge about internal candidates Limits number of potential applicants Author developed (2020) based on Bandaranayake (2014) Table 02: Strengths and Weaknesses of External Recruitment AdvantagesDisadvantages Brings in new ideas and skillsLonger process; time consuming Large pool of workers to choose fromCostly People may have a wider range of experience Less opportunities for promotion and development Author developed (2020) based on Mathew (2019) There are a number of pros and cons of hiring both external candidates and looking inside a company’s existing talent pool. Primarily, internal recruitment is likely to be cheaper than external recruitment. External recruitment involves costs of advertising the job vacancy in newspapers, specialist publications or online.; as well as costs related to conducting interviews, assessments and tests along with providing induction training and many more. Internal recruitment eliminates the need for such costs and Dialog could invest such cost savings in other functions such as value creation and towards achieving other organisational objectives. (Jones, 2011) Moreover, elimination of additional training such as induction also saves time and makes the process quicker because internal recruits tend to be familiar with company policies and working practices. Organisations would not need to spend time conducting background checks of external candidates for during internal recruitment, the management would already know the strengths and weaknesses of internal candidates which facilitates quick decision making on who
is right to fill the vacant position. Unlike this, the process of external recruitment would be much longer and time consuming due to the tedious process of attracting and selecting suitable candidates alongside the time taken by newbies to adapt to organisations and work environments. Such time wastage could interrupt the production process in a business and especially organisations such as Dialog operating in the service sector cannot afford to keep job positions vacant for too long (especially positions that involves interacting with employees often) and as a result would consider time very important and strive to eradicate time wastage as much as possible so as to provide quality services to its users. Furthermore, unlike external recruitment which can have a demotivating effect on existing employees who are not offered the chance of promotion/development, internal recruitment providesorganisationswiththeopportunitytopromoteanddeveloptheir employees. Such actions boost the morale and motivation of employees and incentivises them to work harder towards promotions thereby having a positive effect on their performance as well as employee, loyalty and retention. Therefore, by promoting existing employees to vacant positions within the organisation, Dialog could gain positive long-term outcomes in terms of increasing productivity and profitability. (Marcouse, Hammond and Watson, 2015) On the other hand, external recruitment also has its advantages over internal recruitment. For instance, while organisations relying on existing employees will face stagnation of ideas and approaches within the business after some time; and berestrictedtoitsexistingpoolofemployeesduringrecruitment,external recruitment provides employers with a large pool of qualified and experience candidatestochoosefrom.Additionally,externalcandidatesmaybemore experienced,qualifiedandtalentedandwouldalsobringinfreshideas, new/innovative skills and techniques which is especially significant in creative or technical industries like the telecommunication industry that Dialog operates in where businesses need to keep up with and become more competitive to survive. In most situations, candidates may already have the skills required to perform the job in question, avoiding the need for and cost of training. Moving on, internal recruitment may cause morale problems and conflicts between employees if one of them is promoted while other are not. This could disrupt employee relations and
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the working environment. Besides, transferring an employee from one position to another creates another vacancy elsewhere which must be filled. Such issues may be avoided through external environment and employee motivation would also improvewhenworkingundernewandmoreexperiencedmanagersand supervisors. (Marcouse, Hammond and Watson, 2015; Jonas, 2011) Likewise, it must be kept in mind that these pros and cons are not fixed. It may differ according to different circumstances. For instance, internal recruits may still require a certain amount of training to be able to do their new job efficiently which may incur costs to the business. Conversely, an organisations as large as Dialog may be able to attract candidates from different departments or subsidiaries, thereby expanding the range of employees to choose from during internal recruitment. This also allows for the sharing of skills and knowledge from other areas and such employees may be able to look at a problem from multiple perspectives and come up with effective/innovative solutions. (Jones, 2017) In deciding whether to hire from within or outside the organisation, employers should consider the nature and level of the job, characteristics of the firm and industry, and a firm’s system of HRM policies.Internal recruitment may be preferred to external hiring when knowledge and skills specific to the firm are important, when promotions are crucial for motivating current workers, when the costs of a hiring mistake are particularly large, and when an additional vacancy (created when a worker switches jobs internally) is not too costly. For instance, Dialog may choose to appoint one of its existing employees to a vacant position so as to preserveconfidential information and technical know-hows withinthe business. Organisations may also prefer internal recruitment if they have a small budget to hire, on board, and train new talent; high potentials eager and ready to take the next step; the skills needed are already available within the existing talent pool or when they are in a time crunch to fill an important position. In contrast, external recruitment may be suitable in situations where organisations are looking to expand its operations and workforce;to bring in fresh, new perspectives and improve diversity; or when a change in direction or mentality is needed. (DeVaro, 2016)
4.2.2 Selection Methods Once organisations attract potential candidates, they then have to select the most suitable candidate for the job position in consideration from amongst the pool of applicants. Organisations may choose from a number of selection techniques, namely, interviews, tests and assessments. (Marcouse, Hammond and Watson, 2015) Interviews Aninterviewisessentiallyaformalmeeting/proceduredesignedtoobtain information from interviewees responses to questions asked by one or more interviewers. (Reddy, 2019) The purpose of a job interview is to get a clear impression of what the candidate is actually like, in person and in comparison to what is mentioned in their resume or CV. (Sisk, 2018) Table 03: Advantages and Disadvantages of Interviews AdvantagesDisadvantages Provides first-hand information on the individual Vulnerable to interviewer bias Helpsgainabetterideaofthe individual First impressions could be wrong Can thoroughly assess the individualCandidates could rehearse answers Is relatively cheaperInterview results could be unreliable Author Developed (2020) based on Reddy (2019) Interviewsallowsorganisationstogainamoreaccurateperceptionofan applicant’s personality, poise, interpersonal skills as well as their knowledge and experience related to the job/field in consideration, especially in the context of discussing business and the type of work a successful candidate would have to perform. The stress of the situation also helps understand the individual’s ability to perform under pressure which would be a crucial factor organisations look for when operatinginafastmoving,rapidlychangingandunpredictablebusiness environment such as the telecommunication industry. Further, organisations can
determine how serious an applicant is about the job in question as well as his/her attitude and genuine interest towards the job and company by assessing how well an individual has prepared for the interview. Selecting employees with genuine interesttowardsajobandcompanycanhavepositiveinfluencesinthe performance of the organisation as well as employee turnover rates, Moreover, other cues such as body language, facial expressions and other nonverbal cues gives more information about the person’s true intent and helps assess how the person fits in with the environment and culture of a business. This ensures that organisations only select candidates who fit in with the culture and environment of the organisation thereby preventing any misfits, disruptions or conflicts within the organisation which can further affect performance and profitability of the business. (Sisk, 2018) On the other hand, interviews may also pose certain drawbacks. Interviews may be prone to interviewer bias or prejudice. Applicants may be discriminated by interviewers on the basis of age, race, gender and other key aspects of a candidate’s identity. Such actions tend to be illegal and can cause cost serious consequences to an organisation. Additionally, first impressions could be very wrong. Unforeseen events and changes could portray individuals differently than they actually are. Moreover, interviewers may analyse an individual incorrectly based on their gut feeling or may deem an applicant unfit within a few minutes into the interview if they form a wrong first impression of a candidate. Such activities may cause an organisation to miss out on an employee who may be perfect for the job vacancy unless given another chance or looked at with a different perspective. Furthermore, some undesirable personality traits may be easily masked with a warm personality, some eye contact and a strong sense of confidence. Certain applicants may agree with opinions and mimic back the answer the interviewer wants to hear. But in effect they may merely be putting on a performance and the reality may well be quite different.Candidate may also portray strong interpersonal and communications skills and yet be a weak fit for the company’s needs.It may very difficult to uncover such traits in a time restricted conversation, even if it is run by an attentive interviewer. Therefore, in the process organisations may select an individualthatmaybeamisfittothejobpositiontherebydisruptingthe
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performance,productivityandprofitabilityofanorganisation.(Marcouse, Hammond and Watson, 2015) Table 04: Types of Interviews Panel interviewIswhereinsteadofasingleinterviewer,agroupof interviewers (Probably from different departments) conduct the interview together Situational interview Iswheretheinterviewerpresentsascenariotothe candidate and expects the candidate to provide proper solutionsandanalternativemethodsorfurther suggestions to the question Structural interviewIs where all applicants are interviewed with as a standard set of questions to which answers may be already set Group interviewIs where the interviewer asks the same questions openly, to a group of candidates, allowing them the chance to compete to impress. Author developed (2020) based on Wilkinson (2020) Tests A test is any job-related criterion used to screen candidates to determine whether they are properly qualified for a position. Organisations may perform a variety of tests including; skill tests, personality tests and drug tests Table 05: Advantages and Disadvantages of Tests AdvantagesDisadvantages Objective assessmentCertain tests may be demoralising Uniform basisCan be unreliable Selection of better personsOnly measures job related knowledge Saves time Author developed (2020) based on Marcouse, Hammond and Watson, 2015) Tests help organisations judge the present and potential ability of individuals and find the most suitable candidate for the job in consideration. Moreover, while
interviews may be subjective, tests on the other hand judges an individual’s ability to perform a certain job through practical and objective means, by matching requirements of the job with practical knowledge of the candidates and are not based on personal judgements and bias. Tests tend to be standardised and an individual is selected solely on the basis of success in the tests.Tests also help evaluate certain skills such typing speed, written communication or problem- solvingwhichmaybesignificantforemployeesworkingintheserviceor telecommunicationindustry.Furthermore,whereasinterviewscouldbetime consuming and exhausting for both the interviewer and candidate, tests allow organisations to save time and money by interviewing only the candidates who pass the tests. such precious time could be utilised to improve the performance and quality of the services provided by an organisation. In contrast, tests may possess certain limitations. For instance, some tests, such as a lie detection test may demoralise candidates. This may result in otherwise suitable candidates to not appear for tests. organisations may as a result may lose out on competent employees who may add to the performance of the organisation. Moreover, tests and results produced by tests may not be the most suitable method of selection as they tend to be unreliable and inaccurate. Tests may usually only measure a handful of traits and are good at assessing job specific knowledge. Some candidates may not perform very well in the tests but may still be suitable for the job in question. The unique skills, abilities and personalities of candidates may not be considered or thoroughly examined by certain test methods. Therefore, organisations may miss out on innovative employees with fresh new ideas that can help their business prosper especially on the technical field. Further, aspeople tend to present themselves in the best possible light candidates may occasionally fake their answers especially in an integrity and work ethics test. Such inaccurate information may lead to an organisation selecting an unsuitable applicant who may be negatively affect the performance of the business (Caldwell, 2018) Table 06: Types of tests Skill Testsmeasures the individual’s ability to perform certain tasks Personality Testsused to provide insight on personality traits that may help or hurt an organisation
Drug testsused to measure presence of illegal drugs or controlled substances in urine Author developed (2020) based on Caldwell (2018) Assessment Centres Assessment centres involve, candidates applying for the same position assembling in one place and participating in a variety of different tests.The main purpose of conducting an assessment centre is to analyse how candidates act in typical management situations.It provides an opportunity for candidates to showcase their suitability for a role in different ways and enables them to obtain a practical preview of what the employer expects from their employees. (Tripathi, 2016) Table 07: Advantages and Disadvantages of Assessment Centres AdvantagesDisadvantages Allows to asses managerial abilities of applicants Costly Provides fair opportunitiesTime consuming Reliable and validDifficult to develop and manage Assessment centres provide organisations with objective, uniform information about employees' managerial abilities.As candidates perform the various tasks that are actually found in the role for which they are being assessed, these ‘real life’ exercises can provide a more accurate indicator of a candidate’s probable future performance, thereby data provided by this method tends to be more reliable and valid in comparison to other selection methods. By observing the candidates in multiple simulations, organisations will be able to make an effective decision which helps them to recruit the right candidates for the right. Moreover,assessment centresalso enhance the knowledge of the participants and boosts their thinking procedure while improving their efficiency at work. All applicants are provided a fair opportunity to be selected by displayingtheir skills in exercises that are more representative of the target job rather than a written test or situational interview. Thisensuresthatorganisationsdonotoverlooktheuniqueabilitiesofall candidates and miss out on capable employees.
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On the other hand, assessment centres may pose certain disadvantages to an organisation. For instance, assessment centres can be quite costly in comparison totestsandinterviews.Costsrelatedtolabour,physicalspaceand accommodation of employees, training of assessors and development of suitable materials may be much higher than the benefit in returns. Such high costs may take a toll on company profitability. Moreover, as assessment centres conduct multiple exercises to assess the candidate and select the most suitable individual, the process could be highly time consuming and may consume a lot of productive time of employees which can be utilized in other constructive areas. The higher the position of the job in question in an organisation, the more time-consuming the assessment process can be. Time wastage may once again be costly to an organisation as it misses out on production time and therefore productivity and profitability.Furthermore, assessment centres could be very difficult to manage due to the large number of staff required to conduct an assessment centre in addition to the number of applicants present. At the same time, assessment centres tend to be very complex procedures that often difficult to develop especially due to the multiple assessors required, typically from upper management, HR, or from outside the organisation. (Tripathi, 2016) Table 08: Types of Assessment Centres In-basket exerciseIs where the candidate is placed in the role of managerofanimaginaryorganisationinan attempttocreatearealisticscenarioofthe situationsandproblemsencounteredby managers so as to assess how he/she acts in response Leaderless group discussionIswherecandidatesparticipateinagroup discussion about a job problem. Each of them is thenratedoncharacteristicssuchasverbal ability, persuasiveness and inter-personal skills Management gamesThese measure technical skills of candidates
Individual presentationsCandidates are asked to make a presentation on aspecifictopicthroughwhichtheir communication skills, persuasiveness and poise is measured Author developed (2020) based on Akrani (2011) 5.0 Impact of training, performance appraisal and compensation 5.1 Benefit of training, performance appraisal and compensation on employees and employers Training Training and development is one of the most important functions of HRM. Such training and development programs have optimistic consequences on employees as well as on the employer. Employees on one hand gain a number of benefits from employee training and development programs. They are able to learn soft and technical skills required by their jobs. Training alsohelps employees to survive in the future and develop their abilities and talents to cope with new technologies and currentrequirementsofmarket.Staying upto datewiththeirskillsallows employees to sustain their employment, gain promotions as well as increase their salaries. Moreover, the provision of training programmes and helping employees to improve their skills and knowledge to cope with future requirements, shows that’s organisations value their employees. This along with the confidence of competencies gained through training programmes lead to employee satisfaction. Furthermore, training programmes allows employees to enhance their job-related performance. (Bashir, 2013) On the other hand, employee training programs are essentials for organisations to stay competitive in the market.Though expensive, training helps organisations expand their knowledge and competitive ability and can also lead to higher revenues through increases in employee performance. Moreover, as training programmes enhances employee satisfaction and performance, this indirectly contributestoorganisationaleffectivenessandperformance.Further,the
opportunity provided by organisations to employees to improve their learning helps retain employees within the organisation. This is because training programmes make employees feel valued by the business and as a result feel comfortable and loyal towards the organisation thereby reducing turnover rates. (Bashir, 2013) Performance appraisals Performance appraisal involves measuring employee’s actual performance with company pre-set standards and providing feedback to the employees regarding the same so as to help them eliminate performance inefficiencies. Performance appraisals benefit both the employee and employee. Firstly, it helps assess the strengths and weaknesses of an employee and identify/reach their true potentials and interests. Employees could use such feedback to improve their strengths and managers may suggest ideas and methods to overcome their weaknesses. As employees are then provided with training to overcome their weaknesses and develop their strengths, this facilitates the acquisition of new skills and aids them in personal and career development. Moreover, as performance appraisal involves acknowledging and rewarding employee efforts and performance in the form of higher salaries, responsibilities, certificates and other monetary and non-monetary benefits; this boosts the morale and confidence of the employees and motivates them to perform better. (Samriya, 2019) Additionally, performance appraisals systems benefit the employer as well. For instance, as performance appraisal systems motivate employees to perform better, this boosts the overall performance and effectiveness of the organisation as a whole. Moreover, the assessments of strengths and weaknesses of employees helps employers to plan and design training programmes accordingly and modify the programmes to meet human resource requirements. It also helps identify talented employees and provides insights to the quality of human resource available within the organisation. Employers could use such data to plan and develop human resource requirements for the future. Further, fair promotion and transfer policies of employees improve relationships between workers and the management thereby promoting a peaceful work atmosphere free of conflicts and
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disruptions which directly benefits the performance and output of the business. (Flaniken, 2009) Compensation Compensation includes wages, salaries, bonuses and commission structures payed by employers to employees for the work they perform. Proper compensation policies boost the morale and motivation of employees as they feel valued by the organisation.Additionally,theprovisionofbonusesandcommissionsby organisations further motivates employees to perform their very best. Moreover, right compensation plans that includes other benefits such as profit sharing, holidays along with other bonuses as well. This gives employees a stronger sense of satisfaction as they feel appreciated by the company. Employer’s on the other hand can also benefit from compensation. For instance, providing competitive compensation plans and benefit packages helps organisations attract the most talent employees to the business among the workforce in the market as people are looking to put themselves in the best possible financial position. Such experienced and qualified employees could enhance the performance of an organisation. Moreover, the increase in motivation and satisfaction shown by employees due to the beneficial compensation plans provided ensures that employees remain loyal tothebusiness.Thishappensbecause employeesfeelhighlyvaluedand appreciated and thus retain in the organisation. As a result, labour turnover will reduce significantly. When employees don’t leave the organisation in a short span of time, employers do not have to spend too much recruiting and training new employees to fill in vacancies. Furthermore, motivated and satisfied employees tend to be more effective, efficient and productive and these could have positive effectsonoutput.Therefore,theoverallprofitabilityandproductivityof organisations is improved. (Leonard, 2019) 5.2 Influence of training, performance appraisal and compensation on productivity and profitability
According to Arthur (1990), implementation of HR policies and practices such as traininganddevelopment,performanceappraisalandcompensationhave substantial impact on an organisation’s performance in terms of productivity and profitability. Similarly, Huselid (1995) also implies that productivity is influenced by employee motivation while financial performance is influenced by employee skills, motivationandorganizationalstructure.Forinstance,training,performance appraisal systems and compensation have significant impacts on motivation, training ensures that organisations have the necessary skill levels or competencies to perform a particular job and also ensures that their skills are improved to meet future market requirements. performance appraisal also works towards identifying the strengths and weaknesses of employees as well as providing feedback as well astrainingtodeveloptheirstrengthsandovercometheirweaknesses. Compensation in contrast ensures that employees receive appropriate payment plans along with additional benefits such as profit sharing, bonuses and vacations. Such activities oftraining,compensation and performance appraisal makes employees feel valued by the organisation, thus boosting their morale, motivation and satisfaction. This improves their performance and productivity as they are more motivated to perform their jobs while the increase in output improves financial performance of the organisations. Additionally, this also increases loyalty of employees towards an organisation as they feel more comfortable with the business. Increase in loyalty means that employees will retain with the organisation for long periods of time. This reduction in labour turnover allows organisations to save up on costs related to recruiting, selecting, training new employees to fill job vacancies. Costs saving may therefore affect profitability positively. (Mwaniki and Gathenya, 2015) Moreover, training programmes allow employees to extend their skill levels, this new found competencies help employees to perform their jobs faster with less or no mistakes as well as use new technology and machinery that are more efficient in production. The reduction in wastage of time and resources as well as increase in efficiency positively impacts output levels or productivity. Such changes also reducecostsincurredbyorganisationsinthelongruntherebyincreasing profitability. In addition, well trained employees interact with customers effectively thereby enhancing customer satisfaction. This may lead to increases in demand
forcompany’sproducts/services,salesrevenuesandthereforeprofitability. Furthermore,promotionsandappraisalsprovidedtoemployeesthrough performance appraisal systems not only motivates the employees receiving them to work harder but also motivates employees around the organisation to perform bettersoastogainsuchbenefitsandappraisals,increaseinemployee performancethereforeincreasesproductivityandprofitability.Performance appraisal systems also helps identify employees who may not be performing to the mark, organisations may save costs by laying off such workers. Further, effective compensation schemes such as bonuses and commissions will drive employees to work harder to receive them, increasing productivity and profitability in the process.Attractiveandcompetitivecompensationschemesalsoallow organisations to attract qualified and talented employees who will add to the productivity and profitability of the company. Besides, effective communication skills can allow organisations to negotiate better rates in return for non-financial benefits such as healthcare, insurance and may more. These actions may save costs to the organisation and benefit financial performance. (Parameswari and Yugandhar, 2015) 6.0 Influence of employee relations Maintaininghealthyemployeerelationscontributetothesuccessofthe organisation. It also assists in HR decision making and objective achievement. There may be a number of aspects to employee relations including celebrations, recognition and acknowledgment of employees, open communication, providing feedback, grievance handling and many more. Such employee relation methods can also have a number of benefits. For instance, contributing to and celebrating the occasions of employees such as birthdays, weddings and funerals makes employees feel valued and appreciated by the organisation. They feel respected, connected and comfortable with the management. This makes them more loyal to the business and makes employees retain with the organisation for long periods of time.Moreover,encouragingopencommunicationandfeedbackamong employers and employees may benefit the success of the organisation greatly. Involving employees in the decision making process and listening to their ideas,
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queries, problems and contributions and considering their suggestions fosters a feeling of trust and appreciation among the employees and employer and makes employees feel heard and important. This empowers employees and enhances employee engagement and morale while motivating them to work together with the organisation in the long run. Good communication and understanding between employees and employers is essential to reduce industrial disputes and conflicts. Furthermore, recognising and acknowledging the skills, improvements, strengths and contributions of employees motivating them to overcome their weaknesses and perform better makes employees feel comfortable with the organisation. They also may feel motivates to perform their jobs and enhances job satisfaction. Such actions may reduce employee absenteeism and turnover rates as well as boost employee retention and loyalty. Additionally, providing employees with pleasant environment which includes leisure activities, canteens, good ventilation and lighting will have a beneficial effect on the loyalty of employees, encouraging a loyal workforce. Companies with such a workforce will be able to improve employee retention. Essentially, when employees feel valued and satisfied, they tend to be happy and productive. They would put in more efforts which translates into satisfied customers and more revenue.(Aikhuele, 2018) 7.0 Employment Legislations Shop and Office Act The Sri Lankan Shop and Office Act regulates employment, hours of work and remuneration of persons in shop and offices, and for matters connected therewith or incidental thereto. It states that employee working hours should not exceed eight hours in one day and forty-five hours in a week without including any interval allowed for rest or for a meal. However, all persons must be provided one continuous period without any interruption other than such interval for rest or for a meal. It also prescribes the conditions and periods for overtime of employees. Additionally, it also states that every person employed in or about the business shall, in respect of each week, be allowed one whole day and one half-holiday. Such holidays shall be so allowed with full remuneration if such person has worked for not less than twenty-eight hours, exclusive of any period of overtime work, during that week. It also includes regulations regarding annual and public holidays.
(International Labour Organisation, 2020) Such regulations must be abided by organisations. The HR function of organisations have to make decisions relating to working hours, remuneration and holidays considering the regulations prescribed by the Shop and Office Act. Minimum Wage Act The National Minimum Wage Act of Sri Lanka provides regulations regardingthe payment of national minimum wage by employers to workers and for matters connected therewith or incidental thereto.The Act states that no employer should pay their employees below the national minimum monthly wage for all employees in an industry or service which must be ten thousand rupees and the national minimum daily wage of a worker which must be four hundred rupees. (International Labour Organisation, 2020) The HR function of organisations must therefore keep such guidelines in mind when remunerating it employees. This act may also affect the budget control of HRM as it related to finance. HR managers may have to restrict the number of employees recruited to manage budgets provided. Factories Ordinance Act The Factories Ordinance Act of Sri Lankamakes provision for the safety and welfare of workers in factories. This act provides guidelines to concerns related to cleanliness of the workspace, overcrowding of employees, temperature and ventilation of the working environment, lighting of work area, drainage of floors, sanitary conditions as well as provision of medical care. It also prescribes regulationsrelatedtothesafetyandmaintenanceofequipment,tools, machineries, products along with the provision of work gear to ensure the protection of employees within the organisation. Additionally, it includes the necessary precautions to be taken within the work environment to ensure the maximum health and safety of employees. (International Labour Organisation, 2020) The HRM function of organisations must follow such guidelines and precautions within the environment so as to ensure the health and safety of their
employees. Such precaution will again influence HR decision making, budgets and priorities. Employment of Women, Young Persons, and Children Act This Act regulates the employment of women, young persons, and children within an organisation. The act states that no person shall employ a person under the age of eighteen years, at any time during the night, in a public or private industrial undertaking or in a branch. It also includes that no woman shall be compelled to work at night against her willbut if she does actually work overtime,there shall be a female warden appointed to see to the welfare of woman workers who work at night. It also includes the guidelines related to remuneration of overtime as well as rest periods of women and young persons. The act also prescribes thatno person shall employ a child in a public or private industrial undertaking or in a branch thereof. Moreover, it provides regulations related to prohibition against persons under eighteen years of age taking part in performances endangering life or limb; restrictions on training for performances of a dangerous nature; andprohibition against persons under eighteen years of age being employed in hazardous occupations.(InternationalLabourOrganisation,2020)TheHRfunctionof organisations will have to keep such guidelines and measures when making decisions related to recruitment, selection, training, compensation of especially young persons and women within the organisation. HR mangers will have to adapt to such Acts in order to survive in the industry. 8.0 Job Description and Job Specification Job description JOB DESRIPTION- DIALOG AXIATA PLC Job Title:Human Resource Manager Department:Human Resource Department Salary:LKR 150000 Report to:Human Resource Director
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General summary: The HR Manager is responsible for employment practices and processes, for administeringpayrollandcompensationandappreciationschemesandfor managing safety measures in the workplace. In addition to overseeing employee- benefit programmes, the position of HR Manager includes identifying, screening, interviewing potential work candidates and designing training and development plans for all workers. Duties and responsibilities: •Managing business workers, and organizing and encouraging the recruiting process; •On boarding newcomers to the company •Determining acceptable wages and remuneration •Provide the required support structures for payroll requirements •Creation of appropriate induction and preparation •Conduction effective training and development programmes •Supporting opportunities for career advancement of workers •Managing Workforce Succession Planning •Assisting the performance monitoring and evaluation process Job specification JOB SPECIFICATION OF DIALOG AXIATA PLC Job Title:Human Resource Manager Department:Human Resource Department Reports to:Human Resource Director Education qualification •A minimum Bachelor’s degree or equivalent in Human Resources or Business would be necessary (Master’s degree is preferred)
Experience •4+ years’ experience as an HR manger or any other HR executive levels •Should have good physique with minimum 5.2 height and weight 65kg Personal skills and special attributes •Confidence •Technical skills •Leadership and interpersonal skills •Problem solving skills •IT and numerical skills •Effective communication skills •Fluency in all three languages (English, Sinhala, Tamil) •In depth knowledge of labor laws and HR practices 8.1 Influence of Job description and Job Specification On HR functions Job description list out the job title, tasks, duties, roles and responsibilities, with respect to the particular job while job specification is concerned with the listing of the individual’s qualification, skills, and abilities, that are needed to perform the job efficiently. The job description [JD] and job specification [JS] helps with the functions of HR concerning recruitment and selection, training and development as well as compensation. For instance, during recruitment and selection, the JD and JS helps the HR manager to hire the most suitable applicant who fulfils all the criterions of the job description and job specification. They must possess all the qualifications and skills required by the job specification. Moreover, the job description also allows organisations to attract serious applicants who are willing to perform the duties and carry the responsibilities advocated by the JD. Further, the JD and JS also helps organisations to identify the training requirements and skills that the employees must develop so as to perform their job efficiently by looking at the duties and responsibilities that the employee has to perform in a
certain position. Additionally, when employees are promoted or transferred to a different job position, the HR function of an organisation or the HR manager can identify what training must be provided to the employee so that they can perform their new job effectively. In addition, HR managers may make compensation decisions on the basis of JD and JS. By looking at the position, skills, qualifications as well as the duties and responsibilities demanded by the job position, HR mangers can comprehend how much to pay for the particular job position or employee. (Jones, 2011) 9.0 Conclusion Firstly,theauthorexplainsthepurposeandscopeofHumanResource Managementintermsofresourcinganorganisationwithtalentandskills appropriate. Secondly,the effectiveness of the key elements of Human Resource Management in an organisation is evaluated. Moving on, the author analyses the internal and external factors that affect Human Resource Management decision- making,includingemploymentlegislation.Finally,theHumanResource Management practices in a work-related context is applied.
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