Evaluating HRM Practices: Benefits and Effectiveness at Think Right

This report delves into the Human Resource Management (HRM) practices employed at Think Right Limited, examining the benefits of these practices for both the employer and employees. It explores the roles of HRM, from policy development to training and employee motivation, highlighting the advantages of learning, development, and training initiatives. The report details how training reduces employer efforts, enhances customer service, improves employee loyalty, and boosts overall business performance. It also discusses the identification of training needs, the evaluation of training effectiveness, and the methods used to assess HRM practices, such as feedback and observations. Furthermore, it connects motivational theories with reward systems and job design principles, including job rotation and enrichment, to improve employee satisfaction and productivity. The report concludes by emphasizing the vital role of HRM in fostering organizational harmony, employee development, and sustainable business success.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 2............................................................................................................................................1
P3 Benefits of HRM practices within Think Right.....................................................................1
P4 Evaluating effectiveness of HRM practices...........................................................................2
CONCLUSION................................................................................................................................3
REFERENCES................................................................................................................................5

INTRODUCTION
Human resource management is a managerial function which concerned with promoting
and enhancing the development of work effectiveness and advancement of the human resources
employed in the organisation (Bolman and Deal, 2017). In an organisation, Human resource
management plays numerous roles with the purpose to enhance the efficiency and effectiveness
in workforce so that goals and objectives of organisation can be accomplish. In this context, the
report will focus on elaborating the benefits of HRM practices followed in Think Right Limited.
Evaluation of the effectiveness of HRM practices will be made in this report.
TASK 2
P3 Benefits of HRM practices within Think Right
Human resource manager in Think Right played various roles i.e. from developing policies to
providing training to employees, from motivating employees to provide them counselling. In
order to enhance the motivation and competencies of employees, human resource manager is
responsible for providing time to time training, identifying needs of training and evaluating of
training (Soltis and et.al., 2013). There are numerous benefits associated with it and which are
described below:
Advantages of learning, development and training to both employer and employees at Think
Right Limited.
Training and development indeed helps in raising the skills and motivation of employees
but most importantly it helps in enhancing the overall competencies of the organisation. Benefits
of learning, development and training including differentiating development and training is
described below:
Employer
 Reducing Efforts: Providing training, learning and development to employees precisely
reduces the efforts of employers and ultimately saves their time.
 Efficient results: Training and development of employees results in enhancing customer
service, better work safety practices and productivity improvements (Huang and Kim,
2013). Training is provided to the employees in order to enhance their existing skills and
competencies. Through rigorous training, abilities of employees increase and they can
work for effectively which benefits the employers.
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 Improving loyalty and retention: Training and development raises loyalty of
employees. Differentiated training and development provided to employees helps in
raising specific skills in them and thus this enhances their motivation and eventually,
their commitment towards organisation increases (Locke and Latham, 2013). The
attrition rates and absenteeism reduces and thus it benefits the employers as well as
organisation. Improvement in Business performance: Training and development raises the
efficiencies of employees which enhances their performance. This ultimately results in
enriching the overall business performance.
Employees
 Raising Skills: Training and development provided to employees raises the skills of
employees which benefits them in their daily operational activities (Jackson, Schuler and
Jiang, 2014).
 Increased Motivation: Employees motivation increased if they become able to do
certain task or operation effectively.
 Sense of Belongingness: Employees sense of belongingness increased when they found
that management is putting efforts on them (Budhwar and Debrah, 2013). This increases
the sense of belongingness of employees towards organisation. More Knowledge: Through continuous learning, employees will be able to increase their
level of knowledge effectively and efficiently.
Identifying training needs – the training gap
Benefits of identifying training needs is that it helps management to know about the
existing performance of employees and what training must be provided to him or her in order to
raise skills and competencies. It helps the management to keep the employees up to date. It also
fills the training gap and enhances the performance level of employees.
Evaluation of training
After the training has been provided to the employees, human resource managers
evaluate the training through various assessments. This helps them in obtaining information
about which employee able to grasp the training more effectively. In this manner, the work and
task has been allocated appropriately.
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P4 Evaluating effectiveness of HRM practices
In order to raise the profitability and productivity of the organisation it is vitally important for
human resource management to evaluate the effectiveness of policies and practices followed
within organisation. At Think Right limited, the role of human resource manger is to evaluate the
effectiveness of policies and procedures regarding training and development, recruitment and
selection, compensation and employee relations. In order to create positive work culture within
the organisation, human resource management is responsible for evaluating the effectiveness of
HRM practices (Brewster and et.al., 2016). There are various methods through which managers
evaluate the effectiveness out of which the common method used in Think Right is obtaining
feedbacks of employees. A separate box has been placed in front of HR department where
employees can put suggestions and recommendations for improvements. Whether it s regarding
training and development techniques or employee benefits, HR manager overview every
recommendations in order to gain knowledge about what employees desire from their
organisation (Renwick, Redman and Maguire, 2013). Another method for evaluating
effectiveness is observations. HR manager at Think Right frequently observe the organisation
and employees behaviour after training and development provided to them. Through observation,
human resource manager able to get information about effectiveness of training. HR manager is
responsible to design the job description and provide it to the employees so that they will be able
to know about requirements of specific job.
According to motivational model proposed by Porter and Lawler rewards associated with
the particular task motivates the employees more. Rewards are categorised as intrinsic and
extrinsic rewards. Intrinsic rewards are internal feelings of job self esteem and sense of
competence that individuals feel (Hoque, 2013). Extrinsic rewards are external rewards that
provided to employees in terms of monetary benefits, incentives, etc. For evaluation of
effectiveness of HRM policies, motivational level of employees has been measured by the HR
manager at Think Right (Riley, 2014). Employees are allowed to participate in decision making
process which helps in raising their internal motivation and star performers of month provided
with extrinsic rewards like fringe benefits or incentives which ignite other employees to perform
better and better. In this manner, the HR manager at Think Right able to enhance the level of
performance of the employees which directly increases the goodwill, positive corporate culture
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and productivity of the organisation (Marler and Fisher, 2013). Management of Think Right thus
able to sustain in the competitive environment and able to enhance its profitability effectively.
Link between motivational theory and reward
By using positive reinforcement to motivate employees, a manager may build a good relationship
with his employee that develop a sense of trust.
Rewards - Many managers prefer to reward their best employees by simply complimenting them
for a job well done, or by recognizing the hard work or efforts they put in to a project.
Job design principles and techniques
Job design is a procedure of work arrangement with a aim of reducing job dissatisfaction
among the employees. It can help in increasing the productivity through offering non-monetary
rewards for example greater satisfaction from personal achievement for meeting the enhanced
responsibility and challenge of one's work. There are various method for job design such as job
rotation, job enlargement, or Job Simplification.
Job rotation - Job rotation refers to systematized movement of employees from one job to the
other
Job enlargement – It refers to the expansion in the scope of the job.
Job enrichment - Job enrichment refers to making the job rich in its contents so that an
employee will get more satisfaction while doing that job.
Herzberg’s two factor theory – It also refers to motivation-hygiene theory,motivators includes
all the elements that directly encourage employees to work harder and hygiene factors included
all the elements that would demotivate employees if not present in the organisation.
CONCLUSION
From the above report it can be concluded that human resource management is vital
organ of the organisation. It deals with developing policies which enhance harmony within the
organisation. In the report, the benefits of different policies and procedures to both employers
and employees of Think Right limited has been ascertained. The evaluation of effectiveness of
HRM practices and different HRM practices followed at Think Right has been analysed and
discussed in this assignment with supporting motivational theory.
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REFERENCES
Books and Journals
Bolman. L. G. and Deal. T. E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Brewster, C. and et.al., 2016. International human resource management. Kogan Page
Publishers.
Budhwar, P. S. and Debrah. Y. A. eds., 2013. Human resource management in developing
countries. Routledge.
Hoque. K., 2013. Human resource management in the hotel industry: Strategy. innovation and
performance. Routledge
Huang. J. and Kim, H. J., 2013. Conceptualizing structural ambidexterity into the innovation of
human resource management architecture: The case of LG Electronics. The International
Journal of Human Resource Management. 24(5). pp.922-943.
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.
Locke. E. A. and Latham, G. P. eds., 2013. New developments in goal setting and task
performance. Routledge.
Marler. J. H. and Fisher, S. L., 2013. An evidence-based review of e-HRM and strategic human
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Renwick. D.W., Redman. T. and Maguire. S., 2013. Green human resource management: A
review and research agenda. International Journal of Management Reviews. 15(1). pp.1-
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Riley, M., 2014. Human resource management in the hospitality and tourism industry.
Routledge.
Soltis. S. M and et.al., 2013. A social network perspective on turnover intentions: The role of
distributive justice and social support. Human Resource Management. 52(4). pp.561-584.
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