1-INTRODUCTION:
HRM is a function of organizations which is involved in hiring, training, development of employees, managing and assigning payrolls, designing job descriptions based on job analysis criteria set by the firm and ensuring a smooth flow of operations within the organization. No modern organization can survive without the HRM function. In organizations where an HRM department is absent the HRM function is either directly in the control of the CEO or is under the administration department. Human Resource management is mainly responsible for hiring the right people for the job and is primarily Psychologists. Human Resource personnel also conduct frequent job analysis to design job descriptions and assign appropriate remuneration packages. Other than that the chief function of Human Resource departments is to train and develop employees with regards to the tasks they are assigned. The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function.
The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.
The most common Human Resource jobs that are grouped in the Human Resource Department are the Human Resources Director, Human Resources Generalist, and Human Resources Assistant. Additionally, some organizations have a Vice President of Human Resources and employees who are organized around providing a specific component of Human Resource services including compensation, training, organization development, and safety. Some human resources managements (HRM) (sometimes called personnel or a current new name) really add value to a company. Some don't. That's no surprise. But what sets apart the good ones from the bad ones? Here's one way of looking at it.
1.1The Purpose of this study
The purpose of this study is to provide practical help to departments in their effort to develop a Human Resource Management (HRM) Function and Plan. The organizational needs of the company it represents and the needs of the people hired by that company. In short, it is the hub of the organization serving as a liaison between all concerned. Depending on the size of the company, the HR Department might be called Personnel with a manageable workforce that can be handled by a personnel manager and a small staff. For larger, it becomes more complex. Some companies have more than one HR Department - Corporate and Union. For example, a food service industry might have a Corporate HR Department that oversees “white collared" employees and an HR Department that oversees the “blue collar" workforce with an emphasis on labor relations. The organization will, thus, institute these two HR Departments to manage the unique needs of both union and non-union employees.
Purpose from the Employee Relations point of view:
With the increased rise in unethical practices and misbehaviors taking place in today's workplace such as age, gender, race, and religion discrimination and sexual harassment, there needs to be mandatory compliance with governing rules and regulations to ensure fair treatment of employees.
1.2 Context of the study Our country use HRM as an umbrella term that encompasses (a) specific human resource practices such as recruitment, selection, and appraisal; (b) formal human resource policies, which direct and partially constrain the development of specific practices; and (c) overarching human resource philosophies, which specify the values that inform an organization's policies and practices. Ideally, these comprise a system that attracts, develops, motivates, and retains employees who ensure the effective functioning and survival of the organization and its members. To understand HRM in context we must consider how these three components of HRM are affected by the internal and external environments of organizations. The internal contextual factors we discuss are technology, structure, size, organizational life cycle stage, and business strategy. We treat organizational culture as inextricably bound to HRM and therefore not meaningful if separated from it. The external contextual factors are legal, social, and political environments; unionization; labor market conditions; industry characteristics; and national cultures.
1.3 Problem Statement:
The employees ‘attitude and behavior will highly influence the success of the organization. This study tries to find out the bottle necks in the employees’ attitude which may influence the achievement of the goals of the organization.
1.3.1 Lack of Communication:
The profession of internal communications builds on fundamental principles of other disciplines like human resources (HR), marketing, project management and media planning. As a result it often gets adopted in organizations under different labels: employee communications, employee engagement, internal marketing, company communications, staff communication, etc. Responsibility can also reside within different functions: marketing, corporate communications, transformation, HR, CEO office, etc.
1.3.2 Skilled Human Resources:
Second deficiency which a Business is facing is Human Resource; there are two resources which are essential for successful Business i.e. Material and Human. So, if a Business has skilled and well-trained human resources, there is not doubt that Business achieves its targets.
1.3.3 Lack of Proper Training:
The one more deficiency of an organization can be improper training due to this reason human resource can not produce desired results, the obsolete technology which can not survive the competition, the lack of capital and funds for accounts payables and the inefficient processes that makes the work slow.
1.4 Significance of the Study:
Human resource management is very important role play in the organization. Human resource management functions are very benefit of the employees, management, other resources and mangers who have given the performance in the organization. Employees are getting the benefits form the company. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
1.5 Delimitations of the Study:
I have to face many problems and hurdles in conducting my study. But after all I learned so much new things. Following are the some major problems that I have to face;
Ø First of all I faced so much problem of load shedding.
Ø Some time I have to face the problem in internet connection.
Ø The time for conducting this study was very short.
Ø Problem to visit the HR Department.
Ø Feelings of hesitation at the time of meeting with HR Management.
1.6 Definition of the Terms:
Following are the explaination of the some important terms that have used in the theoretical material.
1. HRM: - Human Resource Management.
2. Recruitment: - Process of identifying the right person at right time for a vacant position.
3. Performance Appraisal: - Process of evaluating the performance of the employees.
4. Collective Bargaining: - A Union that discuss the problems of the labours to the top level management.
1.7 Assumptions:
Following are the some factors that have influence the study of role of HRM in growing organization.
Ø I have selected the City Faisalabad and I observe that the many organizations of Faisalabad have ignored the importance of HRM.
Ø Small & medium businesses consider the HRM as an extra burden for their business.
Ø Lack of skilled HR Managers this concept is not familiar in the growing organizations.
2-LITERATURE REVIEW:
2.1 Introduction:
After reading all the related data I think that human recourse is the essential elements for every growing organization now-a-days. Because of this, the human resource function is playing a far more significant role in corporate strategic planning than ever before. The traditional HR functions of staffing, recruiting, compensation, and benefits are losing ground to a new generation of value-added core HR functions that include career planning, executive development, training, succession planning, and organization development. Business enterprises can fail despite 'excellent' strategy because the world changes in a way they failed to understand. Strategy must connect with insight, purpose and likely future trends.
2.2 Background Discussion:
Organizations must consider many critical factors as they face the future. Technology is advancing at a frenetic pace, especially in relation to the transfer and accessibility of information and the increasing ease of establishing communication-networking facilities. The new business context is prompting managements to take a greater interest in the utilization of their organizations' human resources.
Human resource management as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategic through HR activities such as recruiting, selecting, training and rewarding personnel (S, jack, 2007)
Business strategies are formed to achieve a firm's missions and objectives. Different missions and objectives require different strategies. In reality, organizations follow some business strategies for example, differentiation or leadership in costs. In order to formulate and implement these strategies, appropriate type of HRM systems are needed. After the business strategy has been formulated, the HRM practices/systems are implemented to support the chosen competitive business strategy. It is argued that to be competent and to achieve the higher performance, a strong fit or match must exist between HRM systems and strategic orientation of a firm (Schuler & Jason, 1986; John., 1992).
An organization's strategy must be appropriate for its resources, environmental circumstances, and core objectives. A good corporate strategy should integrate an organization's goals, policies, and action sequences (tactics) into a cohesive whole, and should be based on business realities (Melvin, 1998)
I think that HR is also a beneficial for the small and medium scale businesses. Because the concept of small and medium scale business has became common all over the world and especially in the Japan
Today's top company executives are increasingly looking to HR to improve the bottom line. Insurance claims administration, outplacement services, employee assistance programs, care assistance, and other nonviable-added functions are being outsourced by many companies in an effort to become more competitive (Cauldrons, 1994)
Tomorrow's competitive business environment will include HR as a strategic business partner and a bottom line decision-maker. In contrast to its traditional emphasis on personnel administration, HR' future role will be supporting a company's competitive advantage by providing high quality people and by helping business manager strategically plan the functions of those people within the organization.
A key factor in the process of integrating strategic planning with HR is ensuring that the HR staffs recognize their roles as change agents and strategic business partners. This may be particularly difficult in a rapidly changing organization where the lack of stability tends to leave people with the feeling that they are victims of change rather than champions of it. This can be accomplished by forging ahead with innovative strategic plans that add value to the company instead of retreating into comfortable, traditional roles that will not effectively improve a company's bottom line (Clive, 1991)
Effective strategic planning involves analyzing current data and identifying trends that may affect a company's future performance. A study indicates that in the next five to seven years at least 10 profound changes will alter the course of businesses and the function of HR. They identify these changes as
(1) Global economic and financial,
(2) Technological,
(3) Political,
(4) Structural (to the business organization),
(5) Educational,
(6) labor-related,
(7) Social
(8) Conflicts due to globalization,
(9) Environmental,
(10) crime-related.
These changes are dominated by the shrinking world, as telecommunication, travel, information, ideologies, partnerships, and businesses are becoming global. As globalization continues, businesses will find it increasingly necessary to compete for scarce resources, requiring business managers to function in a global financial arena instead of local or regional ones. Learning to deal with changing political scenes will be a new challenge for many Western firms that try to compete globally (Coates, 1993)
The lack of information about human resources in SMEs is problematic for theory, research, and practice. Current human resource theory is often developed and tested in large organizations. As a result, little is known about the extent to which the theory extends to smaller entrepreneurial organizations. This is problematic given that a critical component of sound theory is the delineation of those circumstances, such as organizational size and structure that serve as boundary conditions to the theory (Miner, 1980)
There is little precedent to guide the Department of Human Resource Management (DHRM) in dealing with violence and tragedy in the workplace. Few of our standard operating procedures or planning mechanisms are set up to take into account irrational acts of violence committed by employees or visitors to the organization. Those who have experienced such events have gained valuable knowledge from which we can all benefit. Perhaps some examination of our HRM systems will result in the discovery of procedures relevant to this issue. Even if we cannot prevent such incidents, perhaps we can learn from others about how to be prepared for such catastrophes, how to deal with the situation as it unfolds, how to manage the crisis as it develops, and how to evaluate our managerial responses following such incidents. These will be the areas covered in the sections to follow (Robert H. Elliott, 06, 1998)
This article analyzes some of the success and failure factors in strategic alliances and, more precisely, those related to human resources. If the cooperation scheme is seen as a process structured in several stages, similar to the strategic management process, these factors mainly intervene at the stage of strategy implementation, although they also exert an influence during the formulation or design of that strategy.
The alliance's failure really depends on the elements used for its design, including the selection of the most appropriate partner, and on the executives' daily management of common operations: formulating strategies, co-iodinating partners' activities, sorting out conflicts, etc. Let us analyze, then, the role these factors may play in the design and implementation, and therefore in the success, of a cooperation agreement (Schuler, 2000)
The purpose of this article is to examine how the strategic orientation used and how the involvement of the HR systems impact organizational performance. In order to examine this relationship, we focused on the integration of HR and strategy.
The concept of strategy has recently received increased attention in HRM as well. The strategic concept, as it articulates an organization's strength/weakness and threats/opportunities being faces, has been well described in business planning. In this context, strategy deals with choices regarding how an organization's marketplace activities are configured to gain competitive advantage.
2.3.1 Lack of Mutual Corporation:
Tomorrow's competitive business environment will include HR as a strategic business partner and a bottom line decision-maker. But some time the internal environment does not give importance to the decisions of HRM due to some miss understandings.
2.3.2 Ignorance of HRM in SMEs:
The lack of information about human resources in SMEs is problematic for theory, research, and practice. Current human resource theory is often developed and tested in large organizations, but continuously ignored in the SMEs.
2.3.3 Hypothesis:
Null Hypothesis: Performance appraisal methods can effect the concentration of employees toward their work.
Alternative Hypothesis: A Performance appraisal method does not effect the concentration of employees toward their work.
Explanation: I put a statement that performance appraisal methods can or can not effect the concentration of employees toward their work. Here in this statement the “performance appraisal” is independent variable, and “concentration of employees” is the dependent variable.
2.4 Conclusion:
Honestly and openly evaluating the organization's HR requirements will help the business stay ahead of the competition, while maintaining and striving towards the overall strategic goals. Remember to take time to maintain strengths, correct weaknesses, take action on opportunities and deal with potential threats.
Regular follow up by the HR Consultant and management on the progress of each item is critical, remembering to maximize all resources during the process. It's important to review these areas on a quarterly basis to re-asses and create new action plans if necessary. It is also helpful in employee and management hiring/retention levels, physical working environment, technological trends and changes to the industry and for Government regulations and political changes.
2.5 Objectives of the Study:
I have conducted this study on the role of the HRM in growing organization. I have selected this topic due to many reasons. The Objectives of this study is as following:
Ø To find out the solution of the problem that why the importance of HR is continuously ignored.
Ø This study will give the positive direction to the business man, government agencies and to general public.
Ø I also want the causes for fact-way.
Ø To know that why the role of HRM is rejected or accepted in an organization or in the other business fields.
2.6 SWOT Analysis of HRM:
SWOT Analysis is one of the most useful tools, which can be used in Human Resources. A SWOT analysis generates information that is helpful in matching an organization or group’s goals, programs, and capacities to the social environment in which it operates. SWOT Analysis is not hard to use, but it can produce really great results, which can be immediately presented and it helps to sort out the ideas of the group
Strengths
- Positive tangible and intangible attributes, internal to an organization.
- Managers are within the organization’s control.
Weakness
- Factors that are within an organization’s control that detracts from its ability to attain the desired goal.
- Which areas might the organization improve?
Opportunities
- External attractive factors that represent the reason for an organization to exist and develop.
- What opportunities exist in the environment, which will propel the organization?
Identify them by their “time frames”
Threats
- External factors, beyond an organization’s control, which could place the organization mission or operation at risk.
- The organization may benefit by having contingency plans to address them if they should occur.
- Classify them by their “seriousness” and “probability of occurrence
3 RESEARCH METHODLOGY
3.1 Research Design
There are two aspects of research design
Population and sample
3.2 Population:
Target population is the Students, Teachers, employees, Businessmen, etc
3.3 Sample and Sampling Method:
In research the sample size is 30. I adopted the method of random sampling for collecting
the Primary data. I developed 30 questionnaires and each questionnaire has 10 questions related to failures’ human resources management in the organizations. Finally in the research of topic the function of human resources management in the organizations random sampling techniques are used.
Sr # | Population: | Sample Size |
1 | Students | 10 |
2 | Employees | 05 |
3 | Teachers | 10 |
4 | Businessmen | 5 |
Total | 30 |
Table of Sample:
3.3.1 Research Instrument:
There are nineteen questions in questionnaire includes.
The questions are related with the function of the HRM in the organization, and also for the suggestions to increasing the scope of HRM in the organization yes or no.
3.3.2 Procedure for Data Collection:
I have collected Secondary Data through survey, literature review, internet etc. I have collected the primary data through personal observation and questionnaires
3.3.3 Data Analysis and Interpretation:
SPSS (Statistical Packages for Social Science) Software is used for obtaining the results from the filled questionnaire, and I got the following results.
Personal information age
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
21 | 2 | 6.7 | 6.7 | 6.7 | |
22 | 3 | 10.0 | 10.0 | 16.7 | |
23 | 3 | 10.0 | 10.0 | 26.7 | |
24 | 6 | 20.0 | 20.0 | 46.7 | |
25 | 4 | 13.3 | 13.3 | 60.0 | |
26 | 1 | 3.3 | 3.3 | 63.3 | |
27 | 1 | 3.3 | 3.3 | 66.7 | |
29 | 3 | 10.0 | 10.0 | 76.7 | |
30 | 1 | 3.3 | 3.3 | 80.0 | |
31 | 1 | 3.3 | 3.3 | 83.3 | |
35 | 2 | 6.7 | 6.7 | 90.0 | |
42 | 1 | 3.3 | 3.3 | 93.3 | |
57 | 1 | 3.3 | 3.3 | 96.7 | |
64 | 1 | 3.3 | 3.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
This graph represents that one person among the sample filled only one questionnaire. Nobody repeatedly filled any questionnaire. So the frequency of every person is different. And I conduct the research on 30 sample size so the total of frequency is 30 graphs.
1. Are you satisfied with your job?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 8 | 26.7 | 26.7 | 26.7 | |
Yes | 22 | 73.3 | 73.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 73.3 % people say YES and 26.7says NO, that the satisfied jobs.
2: Do you think that you learn from your education?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Yes | 30 | 100.0 | 100.0 | 100.0 |
Explanation:
As shown in the graph that 100% people think about the learn education.
3: Do you think that HR department is necessary for an organization?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
Yes | 30 | 100.0 | 100.0 | 100.0 |
Explanation:
As shown in the graph that 100% people think about that the HR department is necessary for an organization.
4: Are the employees getting benefits by doing Self Evaluation or Self Appraisal?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 3 | 10.0 | 10.0 | 10.0 | |
Yes | 27 | 90.0 | 90.0 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 90 % people say YES and 10% says NO, that the employees get benefits by doing Self Evaluation.
5. Are you satisfied with the role of HR departments in organizations?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 4 | 13.3 | 13.3 | 13.3 | |
Yes | 26 | 86.7 | 86.7 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 86.7 % people say YES and13.3% says NO, that the satisfied with the role of HR departments in organizations
6. Do you think that performance appraisal method can affect the performance of employees?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 5 | 16.7 | 16.7 | 16.7 | |
Yes | 25 | 83.3 | 83.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 | ||
Explanation:
As shown in the graph and table 86.7 % people say YES and13.3% says NO, that the performance appraisal method can affect the performance of employees.
7. Do you think that the top management should behave friendly with their subordinates?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Agree | 17 | 56.7 | 56.7 | 56.7 |
Natural | 6 | 20.0 | 20.0 | 76.7 | |
Strongly Agree | 7 | 23.3 | 23.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 50.6% people are agreed, 20% are neutral and 23.3% are strongly agreed that the top management should behave friendly with their subordinates.
8: Is the performance appraisal important for small and medium businesses?
Valid | Frequency | Percent | Valid Percent | Cumulative Percent | |
YES | 30 | 100.0 | 100.0 | 100.0 |
Explanation:
As shown in the graph that 100% people think about the performance appraisal important for small and medium businesses?
9: Do you need an attendance policy?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Yes | 30 | 100.0 | 100.0 | 100.0 |
Explanation:
As shown in the graph that 100% people think about the need an attendance policy.
10. Would the technology have greater impact on the training?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
Agree | 16 | 53.3 | 53.3 | 53.3 | |
Natural | 7 | 23.3 | 23.3 | 76.7 | |
Strongly Agree | 7 | 23.3 | 23.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 50.3% people are agreed, 23.3% are neutral and 23.3% are strongly agreed that the technology have greater impact on the training.
11. Do you think that training is most important for an employee to perform his job?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
Agree | 15 | 50.0 | 50.0 | 50.0 | |
Natural | 9 | 30.0 | 30.0 | 80.0 | |
Strongly Agree | 6 | 20.0 | 20.0 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 50 % people are agreed, 30% are neutral and 20% are strongly agreed think that training is most important for an employee to perform his job.
12. Are the government sectors adopting the performance appraisal methods?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | No | 5 | 16.7 | 16.7 | 16.7 |
Yes | 25 | 83.3 | 83.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the government sectors adopting the performance appraisal methods.
13. Are the trainings effect the performance of employees?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 5 | 16.7 | 16.7 | 16.7 | |
Yes | 25 | 83.3 | 83.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the trainings effect the performance of employees.
14. Are the good incentives can motivate the employees to perform well?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 5 | 16.7 | 16.7 | 16.7 | |
Yes | 25 | 83.3 | 83.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the good incentives can motivate the employees to perform well.
15. Is the consequences of performance appraisal helpful in making strategic decisions?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
Agree | 17 | 56.7 | 56.7 | 56.7 | |
Natural | 7 | 23.3 | 23.3 | 80.0 | |
Strongly Agree | 6 | 20.0 | 20.0 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 50.7 % people are agreed, 23.3% are neutral and 20% are strongly agreed think that performance appraisal helpful in making strategic decisions.
16. Do you think that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Agree | 19 | 63.3 | 63.3 | 63.3 |
Natural | 5 | 16.7 | 16.7 | 80.0 | |
Strongly Agree | 6 | 20.0 | 20.0 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 63.3 % people are agreed16.7% are neutral and 20% are strongly agreed that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal.
17 Should we reward the employee with incentives showing best performance?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
Valid | Yes | 30 | 100.0 | 100.0 | 100.0 |
Explanation:
All the people say YES we should reward the employee with incentives showing best performance.
18. Do you think that biasness can fail the application of performance appraisal?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
Agree | 16 | 53.3 | 53.3 | 53.3 | |
Natural | 8 | 26.7 | 26.7 | 80.0 | |
Strongly Agree | 6 | 20.0 | 20.0 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 53.3 % people are agreed 26.7% are neutral and 20% are strongly agreed that the think that biasness can fail the application of performance appraisal.
19 Do you think that it is better to fire an employee without telling the reason?
Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | |||||
No | 23 | 76.7 | 76.7 | 76.7 | |
Yes | 7 | 23.3 | 23.3 | 100.0 | |
Total | 30 | 100.0 | 100.0 |
Explanation:
The graph and table shows that 90 % people say YES and 10% says NO, you think that it is better to fire an employee without telling the reason.
3.4 Hypothesis testing
Value | df | Asymp. Sig. (2-sided) | |
| Pearson Chi-Square | |||
.107 | 2 | .948 | |
| Likelihood Ratio | |||
.108 | 2 | .947 | |
| N of Valid Cases | |||
30 |
A 3 cells (50.0%) have expected count less than 5. The minimum expected count is 1.17.
Explanation:
The chi-square test shows that the value is less then significance value so it refuses the H1 and accepts the H0 respectively. The calculation in the graph and table of chi square also represents that the performance appraisal can effect the performance of employees.
H1 Performance appraisal can affect the performance of employees.
H0 Performance appraisal can‘t affect the performance of employees.
3.5 FINDING
- After the data interpretation and analysis 90 % people said YES that the employees get benefits by doing Self Evaluation, which shows it is significantly effect on dependent variable.
- It is also observed that huge number of people was agreed that they are satisfied with the role of HR departments in organizations.
- After the data interpretation and analysis 86.7 % people said yes the performance appraisal method can affect the performance of employees which shows it is significantly effect on dependent variable.
- It has been found in the research that huge number of people said yes the government sectors are adopting the performance appraisal methods. This will increase the performance of the government sector.
- After the data interpretation and analysis 83.3 % people said YES that the training affects the performance of employees which shows it is significantly effect on dependent variable.
- It was also observed that huge number of people is agreed that the good incentives can motivate the employees to perform well which shows it is significantly effect on dependent variable.
3.6 RECOMMENDATIONS
- The organization should provide the benefits to the employees and after then employee’s good performance provide to the organization.
- The organization should provide very important play role in the organization the against employees better performance to the organization.
- The performance appraisal method is the most important role play in the human resources management. So organization must have better environment provide to the employees.
- The government sectors must be adopting the performance appraisal methods. Therefore this will increase the performance of the government sector.
- The organization should have given the composition and benefits to the employees on the base of good performance. So the employees this against provide the good result to the organization.
- If the organization bring the new technology for increasing the productivities and profits. So than the organization should be provide training to the employees about new technology.
3.6.1 CONCULSION
After reading this study the performance is the most important role play in the organization. And after then organizations should adopting the human resources management function in the organization. If organization will be provide to the employees and then employees also given to the better performance to the organization. Regular follow up by the HR Consultant and management on the progress of each item is critical, remembering to maximize all resources during the process. It's important to review these areas on a quarterly basis to re-asses and create new action plans if necessary. It is also helpful in employee and management hiring/retention levels, physical working environment, technological trends and changes to the industry and for Government regulations and political changes.
3.6.2 APPENDICES: A
QUESTIONNAIR
Dear Participant,
I am the student of Informatics College of Science, and is interested in more learning about the function of HRM in the organization.
My objective is to help and expand the body of knowledge about the important area of HRM.
Your reply will be treated confidence. Thank you very much for giving time to my research. I greatly appreciate your help in furthering their research.
Yours cordially
Sajid Yousaf
Personal Information of Participant:
Name ………………….…… Age……………………………. Gender………………..……. Profession…………………….. Tel (Cell)…………………........
1. Are you satisfied with your job?
o Yes
o No
2. Do you think that you learn from your education?
o Yes
o No
3. Do you think that HR department is necessary for an organization?
o Yes
o No
o Yes
o No
5. Are you satisfied with the role of HR departments in organizations?
o Yes
o No
6. Do you think that performance appraisal method can affect the performance of employees?
o Yes
o No
7. Do you think that the top management should behave friendly with their subordinates?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
e) Neutral
8. Is the performance appraisal important for small and medium businesses?
Yes
No
9. Do you need an attendance policy?
o Yes
o No
10. Would the technology have greater impact on the training?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
(e) Neutral
11. Do you think that training is most important for an employee to perform his job?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
(e) Neutral
12. Are the government sectors adopting the performance appraisal methods?
o Yes
o No
13. Are the trainings effect the performance of employees?
o Yes
o No
14. Are the good incentives can motivate the employees to perform well?
o Yes
o No
o
15. Is the consequences of performance appraisal helpful in making strategic decisions?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
16. Do you think that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
(e) Neutral
17 Should we reward the employee with incentives showing best performance?
o Yes
o No
18. Do you think that biasness can fail the application of performance appraisal?
(a) Agree
(b) Disagree
(c) Strongly disagree
(d) Strongly agree
(e) Neutral
19 Do you think that it is better to fire an employee without telling the reason?
o Yes
o No
3.6.3 APPENDICES: B
CONTACT LIST
Serial No. | Name | Contact No. | Occupation |
1 | Ali Murad | 03009663612 | Student |
2 | ABDULLAH AMIR | 03217831966 | Student |
3 | ADEEL AHMAD | 03006662341 | Student |
4 | AZIR UR REHMAN | 03006605032 | Student |
5 | GULZAR IQBAL | Student | |
6 | KHALID HASSAN | 03216618619 | Student |
7 | M. KASHIF QAMAR | 03217831966 | Student |
8 | M.ARIF.JAVED | 03219766660 | Teacher |
9 | M.ASIF JAVED | 03006521578 | Businessman |
10 | M.CHAUDRY FAISAL | 03216603612 | Student |
11 | M.IMRAN SAEED | 03457766250 | Teacher |
12 | M.KASHIF | 03217940829 | Salesman |
13 | M.NADEEM | 03018651448 | Businessman |
14 | M.YASEEN | 03007522942 | Second- Headmaster |
15 | M.ZAHID | 03216671007 | Teacher |
16 | M.ZUBAIR | 03009663612 | Teacher |
17 | NAEEM IQBAL | 03217831966 | Businessman |
18 | NAVEED AHMAD | 03006662341 | Teacher |
19 | S.M.IQBAL | 03006605032 | Businessman |
20 | SHAHID NAZIR | Student | |
21 | SHAHZAD HUSSAIN | 03216618619 | Teacher |
22 | SHEIKH SHAHID | 0300-6630042 | Businessman |
23 | SHERAZ SHEFAQ | 0333-6565161 | Teacher |
24 | SYED AKRAM ALI | 0306-3320420 | Teacher |
25 | SYED ALI HUSSNAIN | 0333-6605848 | Student |
26 | SYED ASAD ALI | 0333-9944593 | Student |
27 | SYED MUHAMMAD ALI | 0333-6671001 | Teacher |
28 | SYED SHAFAQAT ALI | 0313-4074695 | Businessman |
29 | WASEEM AKHTAR | 041-9220263 | Bank Manager |
30 | YAHYA IDREES | 0303-2721025 | Teacher |
3.4 References
3.5 BIBLOGRAPHY
2 Justin Podur,2008 - 10:13
3 Miner,1998
4 Schuler,2000
5 S, jack, 2007
6 Cauldrons,1994
7 Heneman, 1999
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