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Human Resource Management

Application of HRM Practices in a Work Environment (P7)

One of the key practices in human resource management is employee training and development. This management tool ensures the worker is properly trained and has the necessary skills in order to perform to the top of his or her capacity. For instance, John is new to the company but has certain basic skills enough to meet job description criteria. The company may develop him into a professional by offering training courses aligned with his job demands.

Another key practice is performance management (Alfes et al. 2013). It is a set of actions and strategies that help maintain and increase the level of workers’ productivity. In typical work environment performance management, such an HRM practice could be illustrated in the form of a sales bonus. It is a common motivational practice that presupposes tipping an employee a percentage of the company’s profit proportional to his or her success in selling its products.

The rationale for Application of the Practices

Each employee has potential and a proper HR manager’s task is to identify and nurture it (Lamba & Choudhary 2013). Training and development, if applied correctly, also work as a retention mechanism. A worker that is provided with the means to perform and develop as a professional will express his or her gratitude in the form of decent work and loyalty to the workplace.

Performance management is essential for meeting the company’s objectives. This instrument ensures that each employee contributes to the firm in a sufficient manner. It also helps identify gaps in workforce training, motivation, and job satisfaction.

Evaluation of Employee Relations

The key evaluation indicator for employee relations is performance. As long as a worker does his or her job accurately and in full amount, the company can focus on other tasks. Performance criteria for each type of work can differ (Dar et al. 2014). However, one can exemplify performance evaluation through meeting product specifications. For instance, a company sells wooden boxes 4 meters high and 4 meters wide. A worker’s key evaluation criteria would be his or her ability to make a box exactly as the company requires.

A different domain of employee relations is job satisfaction. This evaluation criterion can serve as an indicator of the general soundness of the company’s practices in relation to employees (Giauque, Anderfuhren-Biget & Varone 2013). If a worker is satisfied with his or her position in the company, they are more likely to perform better. For instance, job satisfaction can be measured through a Likert scale from one to ten. A median of eight in all employees means that the company has excellent working conditions and employees are satisfied and eager to perform.

Evaluation of HRM Practices Application that Influence Decision Making

The soundness of HRM practices applied to the business environment affects decision-making in a variety of ways (Renaud et al. 2015). For instance, employee training and development, depending on its scale, can require significant resources and time. In the event of a crisis, the company can reconsider the number of resources it allocates to this HRM practice and reevaluate its current importance for the company’s benefit. Constant evaluation and assessment of each practice is essential to making the right business decisions as it provides its leaders with accurate and timely information.

Reference List

Alfes, K, Shantz, AD, Truss, C & Soane, EC 2013, ‘The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model’, The International Journal of Human Resource Management, vol. 24, no. 2, pp. 330–351.

Dar, AT, Bashir, M, Ghazanfar, F & Abrar, M 2014, ‘Mediating role of employee motivation in relationship to post-selection HRM practices and organizational performance’, International Review of Management and Marketing, vol. 4, no. 3, p. 224-228.

Giauque, D, Anderfuhren-Biget, S & Varone, F 2013, ‘HRM practices, intrinsic motivators, and organizational performance in the public sector’, Public Personnel Management, vol. 42, no. 2, pp. 123-150.

Lamba, S & Choudhary, N 2013, ‘Impact of HRM practices on organizational commitment of employees’, International Journal of Advancements in Research & Technology, vol. 2, no. 4, pp. 407-423.

Renaud, S, Morin, L, Saulquin, J-Y & Abraham, J 2015, ‘What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector’, International Journal of Manpower, vol. 36, no. 3, pp. 416–432.

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