Human Resource Management Report: Employee Performance Strategies

This report provides an overview of Human Resource Management (HRM) practices, focusing on employee performance, involvement, and retention strategies. It examines the importance of corporate social responsibility in guiding HR policies, emphasizing equal opportunities for diverse employee groups, including students, single parents, and mature workers. The report outlines the key aspects of managing employee performance, including measuring and monitoring performance through strategies like performance appraisals, training programs, and rewards systems. It also discusses the significance of employee involvement, creating an empowered work environment, and the use of psychometric testing. Furthermore, the report highlights the importance of employee benefits and rewards beyond salary to enhance motivation and retention. The report concludes with a case study on the implementation of HRM practices in Singaporean stores, outlining the recruitment of retail assistants, checkout operators, and security officers.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Stage 3
Introduction on Managing Employees
The National practices strong corporate social responsibility serves as the guidance to the
policies on managing employee by the HR. They help in giving the employee equal opportunity
that helps them to do the jobs providing opportunity to all the students, single parents and mature
aged workers thereby helping them to sustain the jobs on the long term basis (Armstrong and
Taylor 2014) .The Company shall devise plans so that the company is able to measure the
performance of the employee and this is crucial for the development of the work force.
The Human Resource Management plan which focuses on the managing of employee
performances on the following points:
Managing employees’ performance:
In order to manage the employee performance, of the organization the HR plan strategies
and policies for measuring and monitoring the plans. It helps in the improvement of the
company’s performance. The performance is measured in the form of excellence, and setting
measures for improvement. This helps in making decisions regarding the compensation, training
and promotions. The boarding and training programs will be designated so as to be in line with
the corporate governance.
The HR is someone who is a specialized trainer competent to recruit the personnel and run
the business operation. They focus is on recruiting the local talent and to integrate the practices,
system and procedures so as to meet the conditions. The HR helps in providing the role of

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maintaining the workforce. The HR helps in the training and development. It helps in the on job
and specific skill development thereby helps in the better customer care, leadership skills and
communication and time management (Jackson, Schuler and Jiang 2014).
Employee involvement is all about making such an environment for the employee who is
empowered so that they can take decisions regarding their jobs. The employees are managed so
that they are empowered so that they can take actions for their jobs. In order to perfectly manage
the employee, it is important that they can take decisions relevant to their jobs. It is important
that the organization is able to retain the employees is creating an environment in which
ownership and commitment and fosters an environment to make the employees motivated. The
company shall also make performance appraisal in such a way so that there is systematic
evaluation of an employee’s performance. These overriding purposes of the performance
appraisal help improvement in motivation among the employees and thus increase their self-
esteem.
One of those tools used by the companies is the psychometric testing required for promotion
decisions and individual development plans put in place .In some of the countries it is legally
mandatory to screen the candidate during the selection process so that everyone gets the equal
opportunity. Today the multinational recruit the people from different National, thereby focusing
on psychological wellbeing, dominance, critical thinking and assertiveness (Messersmith and
Wales 2013.).
In order to retain the employees it is important that they get sufficient benefits and rewards
beyond their salary. It is important to reward and motivate the candidate in addition to the salary
so that all the candidates are motivated in giving their performance. Besides the remuneration it

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is the benefits and compensation given to the employees which shall be clearly coordinated by
the HR and properly given to all the employees. The rewards include the commission, salaries,
perks and rewards. The HR consultant sees that the business is able to maximize the budget by
determining the particular positions to be filled up by the employees, and the particular function
which can be outsourced. Thus the consultant is able to review the pay scale; they are also
providing benefits to the fiancé department (Shields et al. 2015).
Stage 3 positions for manage employees performance
In order to roll out the Singapore stores, The National practices strong corporate social
responsibility has human resource management plan to on board Singaporean staff in their store.
At the stage three level of managing the employees of store, they plan to recruit people as a part
of their HRM plan so to enable them to do the work appropriately. They have applied the theory
at the third stage to manage employee performance thereby they have given opportunity to all the
people. They are able to gain advantage by giving employment to all the people including the
students, single parents, and disabled and even to mature old aged people so that they can work
by themselves. There are three positions for employment in this stage three, firstly, employment
to the position of retail assistance is around one eighty people. Secondly for the position of
checkout operators are around sixty people. Thirdly, the position for security and loss prevention
officer is twelve. This will help in getting jobs to all the people in the oganization

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References
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. Academy of Management Annals, 8(1), pp.1-56.
Messersmith, J.G. and Wales, W.J., 2013. Entrepreneurial orientation and performance in young
firms: The role of human resource management. International Small Business Journal, 31(2),
pp.115-136.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.

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