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Explain how the Human Resource Environment is structured.


The human resource environment is structured with the following catagories :Technology and Organizational Structure
Workers Value and Attitudnal Trends
Management Trends
Demographic Trends
Trends in the Utilization of Human Resource
International Developments

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Q.
Ans.
1.
2.
3.
4.
5.
6.

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1.

Technology and Organizational Structure :-

*
a)

Technology influence the Human Resource Structure as in the following way :Information influence is having a major impact on the structure of organization
and on the nature of managerial work. The information systems have enabled
comapnies to gain nemerous benefits such as efficiency gains, quicken response
time, better inventory control, enhanced coordination and improved decision
making. Companies now spend $23 billion a year on software such as oracle,
SAP, People soft etc. The era of the Smart Machine and the skilled
professionals where operate such machines will produce conditions in which
there is less need for supervision.
Another impact of increasing technology is that skill and managerial educational
requirements tend to increase.
Third impact o technology is that manufacturing is moving forward much shortest
development cycles. There is need of highly trained specialists.

b)
c)

Influence of Human Resoruce Information System (HRIS) :- Firms have invested


on the software for P+R like Oracle, SAP and people soft. Such information
systems include HRIS components and provide information to decision makers
about the organizations human resource capabilities. Human resource department
and activities they perform have been affected dramatically by these enterprise
software systems. For example - manager and employees can complete routine
tasks, suchas appraisal and salary changes, automatically.

Redeployment of Human Resource Staff to operating units :- Human resource


generalists have beed redeployed from Human resource departments to

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functions and work across organizational boundaries as well.


Open book management :- The practice of sharing financial and performance
information is often referred to as open book management. Open book
management is broader than many human resoucr practices as it combines a
number of practices such as profit sharing, use of bonus, training employees to
understand the business. Open book managment usually combines generous
bonuses beyond competitive base pay for a broad groups of employees when
the firms goal are achieved.
TQM - Total qality management :- In a strategic conext, QM is most accurately
categorized as a tactic for carrying out strategies requiring igh tends of product
or service quality. TQM principles emphasize :i)
Articulation of strategic measurements.
ii)
Obective and accurate measurements
iii)
Bench marketing
iv)
Team building
v)
Leadership commited to quality
vi)
More emphases on customer satisfaction
Integrated manufacturing :- It provide a new approach for manufacturing. Such
system composed of advanced manufacturing technology (AMT), TQM, JIT (just
in time) - inventory control methods. It is based on computerised approach
such as computer aided manufacturing (CAM). This system requires knowledge
workers whose levels of technical and problem solving skill are advanced.
Reengineering :- It is also called process innovation, core process, redesign,
and business process reengineering has been practiced since 1980.

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c)

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d)

e)

f)

4.

Demographic Trends :The changes in demography have important implicationsfor human


resource management. Major changes includes aging work force, labour shortage,
increased social diversity and greater familiarization of the work forces.
a)
An aging work force :- Some impact of aging work are that the work force will
bemore experienced, stable and reliable. As a result should be more productive.
An older workforce may lead to less flexibility as older workers may not adopt
as quickly to a dynamic economy.
b)
Labour shortage :- Employers were expected to respond to the shortage by
hiring retired workers and creating more varied work schedules to accomodate

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SHRAM
or her employees then become employees of a leasing firm. The leasing firm then
suppliers these some employees to the original employer.

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6.
International developments :a)
Global Competition :- Companies competing on global basis will need to use
world class labour to obtain the quality needed for some product markets. Example the Dana Corporation uses its training programs to develop employees who can product
at thelevel of world competitive standards.
*
Global sourcing of labour :- Innovative uses of labour on a global basis are
evident. One example is a large .s. insrance company in which clain are processed
in Ireland. The compination of a common language, an educated labor force, a
shortage of job and relatively low wages make this an attaction option. United
States using covering cusmail and electronic transmission.

Q.
How investment is important in Human Resource Management ?
Ans. Now a days in many organizations indicate that employees are viewed as valuable
investments but some organization still view their employee as variable costs of
production, while physical assets are treated as investment.
Thus a focus only on investment in physical resouce, as opposed to Human
Resource, is short sighted. To be competitive, organizations in many industries must
have highly skilled, knowledgeable workers. Contemporary management practices
indicate that many leading companies have considered strategic importance of human
resources and have adopted the importance of investment towards these resources.
There are several factors that considered of strategies human resource investment
decision. These are :1.
Management values
2.
Views of risk
3.
The economic rationale for investment in training
4.
Utility theory
5.
Alternative to Human Resource Investment

1.
Management Values :- When seniors managers formulate and implement
strategies their values and philosophees are communicated to members of the
organization through human resources policies and practices. Employees who are

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(b)
(c)

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there sources devoted to services performed internally will be greater than those
needed to outsource the services.
excessive dependency on suppliers can be avoided. When a activity is performed
internally at a higher cost, themislocated resouces will put the company at a
disadvantage to its competitors.

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*
The second importance of Investment in Human resource is in Training &
Development :(a)
Investment in employability :- Having a workforce that is characterized by
its employability is necessary prerequisite for corporate survival. Some
companies are new investing in their human resources by providing
developmental experience that make employee much more employable should
the employment relationship end. These developmental investments might
include the provision for growth opportunities, a learning environment, training
and retraining.
Employbility security - the knowledge that todays work will enhance
the persons value in terms of future opportunities that is a promise that can be
made & kept. Employability securities come from the cance to accumulate
human capital skill and reputation that can be invested in new opportunities as
they arise.
(b)
Current practices in Training Investments :- Heavy investment in training
will be necessary for future strategies and competitive advantage. US companies
seem to log behng the practices of companies in several other industrialized
countries. For example, a study by the congressional office of Technology
Assessment reported tht auto workers in Japan receive more than three times
a much training each years as workers in American owned assembly plant in
U.S. U.S. workers not going on to college d not receive the training of their
counter parts in other industrilized countries. In contrast, tecnical workers in
other industrilized country are trained on well developed apprenticeship
programs. In Japan, new employees often receive months of training by their
employers. Japanese companies are investing in human resources by training
these workers. Some other well manager U.S. companies also have invested
heavity in training employees who work in teams. These companies include
IM, Kodak, Motorola, ford, Procter & Gamble.

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for
(a)

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measure the performance of employee then take any decision. actually career
plateuing are actually problems that are phase by management while career
planning of employee as well as company.
Another importance of investment in HR is investment opportunities
improving employee retention :Organiztion culture emphasizing interpersonal relationship value :1.
Team Orientation :- There should be a unity in employees while working
in organization they do work as in team while doing is along. this makes
quality in work.
2.
Respect for people :- There shold be a formal communciation in
management as people have to respect other. It may be supervisor,
subordinates or peers. But there should be respect for everyone.
Effective selection procedures :1.
Use of realistic job preview :- A person should show his past experience
as what is in reality. Not to show the take experience.
2.
Use of Bio-data :- Once you want to go for the interview the use bio
data is necesary. This make clean of job experience and ability and
knowledgeof employee.
Compensation benefits :1.
Equitable compensation :- There should be equal compensation for
equal work. There shouldnt be bias while giving salary or incentive.
2.
Fair appraisal reviews :- If employees are working good in
environment. These is need of giving good reward to them. This increases
their ability.
Job enrichment & job satisfaction :Job enrichment such as those building in increased responsibility or
autonomy, knowledge of result, meaning for work, knowledge of how to assigned
work, skill variety. Job satisfaction also have positive impact on employee
retention. When high performing employees feel under valued, they tend to
have higher turnover rates.
Practice providing work life balance :For work life balance there should be alternative work schedules. There
should be proper schedule to manage your work as well as your family.

(b)

(c)

(d)

(e)

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2.

3.

Costs related to the termiantion of employees


(a)
Separation payments.
(b)
Higher rates for unemployment compensation.
Administrative Costs
(a)
Clerical expenses.
(b)
Costs of conducting Medical Examinations of Lack off employees.
(c)
Human Resource Processing Activities.
Intangible cost
(a)
Decline in Morale of remaining employees.
(b)
igher incidence of accidents.
(c)
Depletion of good will.
(d)
Irregular age distribution.

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4.

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3.

Employment guarantees :Employment guarantees have been defined in the popular management literature
as oral agreements to more heaven and earth to avoid layoffs. Employment guarantees
are made feasible by many of the same actions as no layoff policies. One of most
important tactics is understaffing companies such as IBM and Motorola staff. The
second tactic is flexibility in job assignment, which is made possible by employees
when can perform several tasks and the absence of restrictive work practices such as
narrow task definitions. Benefits of employment guarantees are voluntaring ideas for
labor savings, working at an optional pace, foregoing restrictive work practices and
performing tasks buy and the job description. Other benefits appear to be related to
increased receptivity of employees to changes. These include increased loyality,
increased retention, moral related productivity gains etc.

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Strategic Planning :- This process is typically constitute of following process or the
purpose of strategic formatulation.
1.
Development of organizational philosophy and mission statement.
2.
Environment scanning.
3.
Analysis of strengths, weakness, opportunties and threats (SWOT).
4.
Formulation of strategic objectives.
5.
Generation of alternative strategies for acheiving objectives.
6.
Evaluation and selection of strategies.

Functions of Strategic Planning


1.
Periodic form and scanning.
2.
Analysis based onlonger time frame.
3.
Communication about goals and resource allocation.
4.
Frame work for short term plan evaluation & integration.
5.
Institutionalization of longer term time horizons necesary fr investments such
as in research & development.
6.
Decisional criteria framework for short term decision making.
International Strategy
Companies use different strategies to produce products and services that enable
them to compete in the global market place. These strategies include multinational
strategies, global strategies, transnational strategies, strategic allicurces and hybrid
strategies.
(a)

Multination, Global and Transnational Strategies :- International strategies


may be described as mixed up of these three strategies. With multinational
strategy, companies operate in countries chosen for their individual profit
potential. All activities related to design, production and marketing are then
performed in each of these countries. Global strategies produce standardized
products with different activities such as design and production being located
in different countries, depending on labor, costs, skills or other strategic
advantages.
With transnational strategies, companies compete in the global market place
through the use of networks and strategic alliances.

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3.

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Lead time for dealing with labor shortages and surpluses :- The another
contribution of HRM comes from the lead time produced by human resource
planning. The greater lead time provides alternatives for dealing with shortages
or surpluses of labor. If the organization has included the use of temporary
employees in its staffing strategy, such employees provide a mechanism for
strategic manuvering, because this type of labor can sometimes be considered
as a variable cost. This result in employers have more degree of freedom and
flexibility to exercise options.

Strategic Staffing Policies


Systematic differences in utiliation of HR practices may be explained by a
typology of career system. Companies in this typology are classified as (1) Club (2)
Baseball teams (3) Academic (4) fortrsses

Club :- Companies in this catagory compete by increasing their efficiency in controlly


costs, maintaing quality and providing customer services. This include the airlines,
banks, utilities and gent agencies club personnel policies cemphasize development and
training, as employees are hired in only at entr level, talent is developed within the
organization, higher level vacancies are filled by promotions from within. There is an
expectation that employees will remain with the company for a long period and there is
low turnover.
Baseball Team :- Companies in this catagory pursue an innovation strategy. They design
and produce new products and routindy redeploy resurces from discontined products
to the development of new ones. Companies in this catagory also can be professional
firm such as low firms, advertising agencies, consulting firms, and a accounting firm.

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(b)

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with changing phenomena. The rapid and scope of environmental changes can
affect the human resource planning and strategy. For example Cisco Systems
annual sales grew from $ 1.2 billion in 1994 to $ 13 billion in 1999 during
which time the company has to go from 41 aquisitions.
Responsibility for Human Resource :- Human resource planning was
sometimes conducted with little involvement others in the organizaiton. When
planning was conducted in this manner, the data supplied for use in forecasting
we often inaccurate. Managers were asked to take the time to supply information
something that they did not understand. Because they did not see how forecast
could help their job performance, the value of forcasts was not appreciated.
Sometimes they uses centarlized planning but their is weak point also. So there
are decentralized human resource planning.
Failure to Plan for Human Resource :- There are a number of examples in
which the failure to plan for human resource has had a major adverse effect on
organizations. For Ex-general Electric once encountered difficulties because
of a mismatch between the skills of its engineering staff and the work that needed
to be done.

(c)

The Strategic Role of Human Resource Planning :- There many linkage of Human
Resource Planning with strategy formulation and implementation which are explain as
below :(a)
Development Planning for Strategic Leadership :- A management
development expert surveyed that there is currently more interest in succession
planning today then there has been during past 30 years. Because of rapidly
changing environments in which companies must compete, there is concern
that there will be a shortage of individuals with the requisite skills and talents
who can lead companies in the 21st century. Given the significant costs of
leadership failures at the highest organizaitonal levels, it is important to have
qualified replacements for high levelexecutives. Succession planning is an
important part of the solution to the successorship problem. So it is quite
challenging in todays rapidly changing environment because the skills that will
be needed in the future are not welldefined.
(b)
Assessment of Strategic Alternatives :- As organizaitons human resource are
utilized more frequently as source of competitive advantage, human resource
planning and forecasting will become more central to the strategic planning

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(b)

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manage and other managers with planning responsibilities to have thought through
these staffing issues and to have examined their operating assumptions. One
benefit from the planners perspective is that senior management will bemore
comfortable with the knowledge that te manger has a plan.
Changing Receptivity toward Planning :- As the human resource functions
role shifts from direct involvement to greater indirect and shared involvement,
it will need to take on a more strategic roli in environment scanning and more
responsibility for assiting in the development of pools of talent for thenew jobs
of the future. Further the human resource function will need to help redesign
organizations to meet the demands of the future such as being able to respond
to customer preferences mor quickly, provide higher quality, make faster
decisions, and be more cost competitive.
Implications of European Experience :- In some countries - like in the
Netherlands, the commitment of many organizations towards their personnel is
high, which means that protection from dismissal exists as well as good carear
opportunities, good work circumstances and the like. This is partly in contrast
to the US, European where people can be fixed on short notice in the
organizations.

(c)

Q.
How we can efficient utilize the Human Resources ?
Ans. There are many managerial practice for efficient utilization of human resource.
There are three methods which are explain as below :1.
Cross training and flexibility in assigning work.
2.
Using work teams.
3.
Operating on non union basis.
1.

Cross training and flexibility in assigning work :- Flexibility in work


assignments is a key to efficient utilization of human resources. One of the
most important examples of this is Chaparal, which was established in 1973
as a start up operation, has great workforce flexibility because it has only two
job classifications in its production operation. One dealing with production
activities and the other with maintenance. It has obtained flexibility in workforce
utilization though extensive cross training and by operating on a non union basis.
By paying skill based on knowledge based pay. It has motivated its employees
to master abroad range of skills, which enable them to perform wide ranging

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of qualified manageral and professional personal at a particular point in time. Employee
separas are often an excellent source of employees because employees often tend to
refer people like themselves. If a company has a good workforce, then there should be
good refersals. When minorities and women are underpresented in a companys
workforce. Sale reliance an employee refersals will tend to perpetuate the following
problems :1.
Strategic Rectuiting
2.
Special Recruiting for Minorities and Females
3.
Flexible Retirement as a Source of Labor

1.

2.

3.

Strategic Recruiting :- The use of the internet has added venue to recruiting
and is serving a tremendous need for making employees with employment
opportunities. Company websites often inform viewers of the companys mission
and how it is being pursued. They typically provide a grapical presentation of
how the company is organized and include a recruiting section. Sometimes
they usually email resumes directly to company. One way in which recruiting
can be more strongly linked with strategy is to focus on those services providing
the greatest number of desirable employees.
Some employees contact the company through newspaper or some other
advertisement. But from survey it is search out that employees who respond to
newspaper ads also had higher absentrisim and those recruited through college
placement offices had the lowest levels of job satisfaction.
Special Recruiting for Minorities and Females :- Recruiting in this area is
affected by companys public image. Companies that have created positive public
images which how an advantages as attracting females and minorities. Companies
such as Merck, syntex, Xeron, have been aggessively using favourable publicity
to recruit women and minorities. Such companies ave introduced greater
flexibility in work assignment and have provided support services such as child
care facilities, which also reduce turnover.
Pepsico is another company that has placed heavy emphsis on diversity.
As a result, it has excellent representation of minorities and females throughout
its top-level positions. As a part of its efforts, the company has provided attractive
scholarships and summer interships for talented minority MBA students.
Flexible Retirement as a Source of Labour :- With an aging population, it
seems likely that labor shortages may be partially addressed by extending the

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to perform the job. There are two approached for collecting information for
job analysis.
a)
Interviews of job incumbents and their supervisor.
b)
The use of task inventory questionnaires.
A system is availale for job analysis in the form of the position analysi
questionnaire (PAQ). The PAQ is a highly sophisticated job analysis
questionnaire consiting of 195 items that can be used to collect information
about jobs in a highly organized and quantitative form.
Interveiws :- Interveiws are the other means and universal means to select any
employee. Interviews are of many types preliminary interview, final interveiw
etc. The interveiws as that process in which interviewer see the confidence,
knowledge and skills of interview. This makes the decision for selecting an
employee.
Behavioural Interviews :- Interviews is to use behavioural interviews. In a
behavioural interview, a candidate might be asked to describe how he or she
dealt with a particular situation in the the post. For eg. - an applicant might be
asked the describe how he or she dealt with an employer who made a serious
mistake. When interviewrs ask applicants about past experiences, more
predictive information can be obtained than through questions.
Testing :- The use of selection tests provides another means for improving the
selection process. There are several types of tests that are relevant to selection.
Some of the more common types of tests used for selection include cognitive
ormental ability tests, personality tests, work sample or performance test and
integrity test.
Cognitive ability test are commonaly used to assess and applicants
capability to perform a job.
Performance or work sample test require job applicants to perform some
of the actual tasks required for the job.

3.

4.

5.

Q.
Explain Reward & Development system in Human Resource Management.
Ans. Organizations implement their strategies is to reward. Employees for behaviours
that are consistent with strategic goal.
Reard systems provide the ability to reinforce desired beaviours and the
traiditional functions of attracting and maintaining a qualified workforce. Four wellknown compensation innovation are (1) Skill-based pay (2) Braodbanding (3) Team-

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accomplishment. The one advantage of this is that it overcomes the difficult problem
of measuring individual contributions. Another advantage is to facilitate cooperation,
team rewards are linked to the development of skills, team members may help motivate
those who havenot yet acquired the necessary skills, effectiveness of team-based
bonuses.
4.
Variable compensation :- These compensation have been implemented by
number of companies such as Xerox, Westing house and Nucorsted. Its main purpose
is to create among employees a sense of shared destiny.
5.
Executive compensation :- The one more important step between strategy
and compensation is executive compensation. The problem of executive compensation,
with Chief Executive Officers. There should be proper bonus, incentives and many
other perks given to the executives. As according to the ability and skills of executive
there should be compensation.

Employee Development
Now a days employees are getting developed through training programs. Every
organization makes programme of training to make his employee developed. This
makes quality in employees.
At the lowest level job in the skills hierarchy, there is need for training in basic
skills. Because of these skill inadequencies, when there are labour shortages, companies
may become more involved in remedial teaching. Managers also may need training.
Unfortunately, training programs offer focus on mid-to upper level managers.
Companies that conduct training on a book and bust basis are unlikely to
develop the kinds of human resources they need to gain a competitive advantage. There
are some training Methods Orientation Training, JIT (Job Instruction Training), refresher
training, apprenticship training, coaching, mentoring, computer based training, computer
assisted instruction and experiential training which are explain as under :1.
Orientation Training :- Orientation training is for comforting the new recruits
to put them at ease andmaking them aware of everything about work, job,
organization structure, normsl rules and regulation and techniques required.
2.
JIT :- JIT is given to employee for giving them necessary instruction about new
development in working techniques and procedure or about new technology of
job.
3.
Refresher Training :- This kind of training is given to accomodate rapid changes
in technology know how and new inventions is form of short term courses or

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There are many human practice which we will discuss as below. This makes
some positive impact on performance of firm :1.
Compensation :- Compensation is that way of motivating the employees for
acheiving targets of the organizations. This makes the positive impact on the firm and
their performance. There are three ways of compensation :1.
Broad-based stock options.
2.
Incentive-based compensation.
3.
Profit sharing.

a)

b)

c)

Broad-based stock options :- Because of this compensation the productivity


of employees increases as their are more incentive there is more productivity
in manufacturing unit. As employee can take growth through this type of
compensation. As we know that organizations main focus on best talents in his
firm. So to retain those talents organization should give good compensation so
that employee gets satisfaction and develop himself by take experience of new
challenge that the has to do as his responsibility.
Incentive based compensation :- As if the compensation is according to the
targets then employees get motivated and try to acheive his best target so that
he get best incentive in his work and with that if profits to organization in relevant
to sales with their is customer satisfaction also.
Profit sharing :- If the is profit sharing compensation that means there is no
salary based. Only profits works and divided into each person. So they get
motivated and do their work best so that they earn best profit. Shareholders
also gets happy and satisfied of their is more profit.

2.
Diversity :- Diversity means to make person capable for doing multi works.
Culture diversity impact on performance and on firm. One example is that the use of
JUST IN TIME inventory management technique in culsture that are compatible with
the technique, such as in JAPAN. In Japan, there is appreciation for efficient space
utilzation and group orineted commitment to work duties. There is positive impact on
ROA (Return on Assents) and MTB (Market to book value).
3.
Employment :- There is positive impact of employment on performance of
firm as following :-

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(a)

(b)

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Cognitive test :- It is a test of mental ability. This test helps in improving
selection accuracy. It is also associated with associated with profits, sales,
growth and overall performance in service industries.
Staffing selectivity :- It increases the performance of industries if there staff
is good in work and the good staff makes the best at time of selection.
Structured interviews :- The structured interviews makes the work and more
effectively. As there is a system of proper interview so that there will be proper
selection of employees which helps in positive impact on profit and profit growth
and increases the turnover of the company.

7.
Training :- Training is that process in which people learn the work practically
and take experience. As training is their employees development is there and ultimately
the growth of the organization.

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Results of the study indicated that temporary staff reductions produced declines
in shareholder returns.
Early retirement programs :- Early retirement means to retire the employee
before the decided time, by giving them compensation. For those firms that
had good returns the announcement ad a +ve impact on shareholder returns.
Human Resource Outsourcing :- Human resource departments have
outsourced many of their activities over recent years.
4.
Industrial Relations :- Industrial relation means the relation between
employee-employee, employer-employer and the employee-employer. It affects the
performance of employees. Decertification elections are included in this discussion
of the effects of human resource practices. Potential investors are will redistribute
the firms earnings towards wages at the expenses of shareholder returns. Thus, the
decertification of a union as the bargaining agent would be assumed to have a +ve
impact on shareholder returns. In contrast to this expecation, the study found that
elections retaining the union produced higher shareholder returns.
+ve labour relations :- Unionism can have both +ve and -ve impacts on
productivity. This means that unions provide a voice mechanisms, which in
some situations can have a +ve impact on firm performance. Labours are the
main sources of any organization. Due to all these labours will not go for strikes.
Strikes or work stoppages are sometimes reflective of poor management.
Strikes :- Strikes decline the performance of industries evey small strikes of
one to ten days decline the financial condition of the firm.
5.
Internal Labour Market :- Researchers also have examined the performance
effects of internal labour market that provide for promotion from within. Promotion
from within is significatnly related to perceptual measures of original performance.
An alternate measure of internal labour markets assessed the degree of vertical hierarcy
as an indicator of promotion ladder.
6.
Motivation :- Motivation means to inspire someone to perform better with
their own. Without motivation a person can not performace well. For motivating
employees organization must use these methods Decentralised decision making :- Decentralised decision making means to
distribute the authority and responsibility to the employees.
This delization of decision-making brings high performance. While
delegated decision-making or decentarlization is probably more compex than
simple human resource practices s.a. structured interviews.

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7.
Training :- Training of employees is must. So many companies are investing a
huge amount on training. Many firms view training as a high performance practice. By
proving training organizationcan perform better training may be on the job training,
training for new employees or training for refreshment etc.

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Q.
What is organizational evaluation or human Resource evaluation ?
Ans. Human resource evaluation means to find out or to evaluate the performance of
employees. It is more important in the future because of the increased need to demostrate
efficient utilization of resources. Such evaluations ave been advocated for a no. of
reasons including *
Promotion of the human resource function, for exp. through demostration of
bottom-line contributions through reduced turnover.
*
The demostration of accountability in utilization of resources.
*
Promotion of change by identifying strengths and weaknesses.
*
Highlighting key human resource practices.
*
Demonstrating the functions role in the accomplishment of company goals.
Level of Analysis :- There are three levels of analysis in human resource management
evaluation :Strategic level
Management level
Operational level
The obj of evaluation at the strategic level is to determine whether human policies
and programs are consistent with the companys strategy. At the management, level,
the focus is on control, such as the cost effectiveness of a benefit program.
At the operational level, the focus is on the quality of human resource services
and programs.

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Conversely, an example of a process criterian could be whether a unit meets
affirmative action milestones accrording to a schedule, s.a. completing a utilization
analysis by the end of the first quarter.

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