HR Practices and Organizational Outcomes: A Comprehensive Analysis

This report examines the correlation between human resource (HR) practices and organizational outcomes. It explores how HR practices, such as creating positive work environments, employee engagement initiatives, and offering monetary benefits, directly influence business performance. The report highlights the importance of factors like work conditions and employee satisfaction in driving productivity and innovation, supported by case studies of companies like 3M and Infosys. The findings emphasize the link between high employee engagement and lower turnover rates, reduced absenteeism, and increased innovation. Furthermore, the report discusses the significance of aligning HR policies with employee needs to maximize productivity and retain talent, underscoring the impact of HR practices on overall organizational success.

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HUMAN RESOURCES
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Human resources personnel are responsible directly as well as indirectly related to the
development of leadership qualities among the staff (Noe et al. 2014). This practice is called HR
practices. There are various functions and practices that human resource management carries out.
In this paper, the link between the HR practices and organizational outcome is explored. It
discusses the factors of HR practices that bring a positive result in an organization.
Linking HR practices with positive organizational outcomes
As per the research, there are various positive business outcomes that are associated with
engaged employees. The companies such as 3M, Infosys and Schlumberger have shown great
changes in the organization. Lower turnover rate, absenteeism, higher productivity and increased
innovation are some of the features these companies have been showing. These changes are seen
due to the HR practices that have been implemented in the company. Firstly, the work condition
is one of the mandatory for higher levels of employee engagement as well as business outcomes.
Work factors matter as it makes the employee comfortable in the workplace where he can work
without much stress. Secondly, the importance of securing funding to launch an organization’s
initial engagement initiative as well as ongoing funding for gathering feedbacks from employee
where each one would be able to demonstrate their unique ideas. Monetary benefits help
retaining employees (APQC 2010).
What are the key messages from the report?
From the report, the key messages are several in relations to HR practices and positive
organizational outcome. The report helps in understanding that there is a general link between
the engagement and business outcome. Good HR practices help to develop employees with a

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positive outlook. The engagement level is highly responsible for the lower turnover and less
absenteeism. Also, there is a clear connection between engagement and innovation. The
engagement encourages the sharing of ideas which leads to innovations. The business units with
the highest profitability consistently have the most engaged workforces.
How convincing do you think these findings are and why?
The findings in the report are highly convincing. The reason these findings are
convincing as the companies mentioned in the report is widely known. The report provides
evidence for the words and the theories mentioned. Also, the fact that there is a link between the
organization’s growth and HR practices is widely known and recognized.
The ways high performance working and investment in people impact on
organizational performance
Understanding the employees’ need is the key to get the most productivity. HR policies
should be in favor of employees and should be able to follow their situations. Therefore, to
increase the productivity HR practices should aim to satisfy their needs and motivate them. They
should be designed in a way that would be attractive to the employees as well as retain them.

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References:
APQC, 2010. Link Employee Engagement to Positive Business Outcomes
Noe, R.A., Wilk, S.L., Mullen, E.J. and Wanek, J.E., 2014. Employee Development: Issues in
Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in
WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout
(Mahwah, NJ: Lawrence Erlbaum, 1997), pp.153-189.