Training and Development

Training and development is frequently misunderstood as a "magical elixir" that can fix any issue or circumstance that may arise in a company. As a direct consequence of this, businesses run the risk of having an "overdose" of training activities, which can irritate both managers and staff members (Cekada, 2011). Training and development, more commonly known as T&D, is primarily a method, albeit a highly effective one, for improving the efficiency of organizations as well as contributing to economic expansion. In a globalized market, both employers and employees place a significant amount of reliance on a skilled labor force that possesses the capability to learn, adapt, and master competitiveness (Jehanzeb & Bashir, 2013). 

Employees need training in order to advance in their careers or earn a higher income, while businesses need trained workers in order to improve performance and productivity, increase competitiveness, reduce absenteeism and attrition, and boost customer happiness (Nassazi, 2013). 

However, the benefits of T&D for businesses can only be fully realized if they are implemented following rigorous planning that takes into consideration the most pressing demands of both the organizations and their stakeholders. There are instances when the beginning of a T&D process presents a challenge for firms . This means that it does not matter what your company's goals are for training and development; getting started on the "right foot" is vital. In most cases, things do not work out in such a manner (Asim, 2013).

A common definition of training describes it as an intentional and methodical process by which individuals attain and/or improve their performance in their current function and are prepared for a future job (Cekada, 2011). 

Productivity is concerned with the here and now, whereas development is concerned with expanding in the future and the most notable differences exist between development and training in terms of both duration and breadth (Asim, 2013). 

The resolution of technical issues that develop on the job is the primary emphasis of training that is only temporary. Growth is a marathon, a never-ending undertaking in which companies and their personnel consciously seek out new skills and knowledge to solve emerging challenges (Jehanzeb & Bashir, 2013). 

This is related to the concept that each successful firm must forecast its future requirements and modify its operations accordingly. Training and development follow the same process but aim to accomplish different things (Nassazi, 2013). 

Training and development, also known as T&D, is considered a human resource management (HRM) strategy because it helps individuals and organizations acquire the knowledge, skills, attitudes, and behaviors as well as the competencies that are necessary for operation in some form or another (Cekada, 2011). 

Since quite some time ago, T&D has been recognized as a valuable systemic process that results in positive outcomes on multiple levels, including the social, organizational, group, and individual levels (Jehanzeb & Bashir, 2013). 

                                    

In order to illustrate the significance of training with regard to a nation's competitive position, Aguinis and Kraiger (2009) provided examples of T&D initiatives that resulted in economic growth, entrance into a major economic bloc, and higher workforce qualification. These examples were presented in order to show how economic growth can lead to entry into a major economic bloc. The effects of training and development activities on organizational performance were discussed by Salas and Tannenbaum (2012), Aguinis and Kraiger (2009), and Park and Jacobs (2011). 

These authors highlighted the effects of T&D activities on organizational performance, including increased productivity, decreased error rates, and increased safety. It has been demonstrated by Ubeda-Garca et al. (2013) that training programs appear to have an effect on both objective and subjective indices of the success of an organization. Training activities improve the ability of team members to communicate with one another and work together on projects (Kraiger, 2014). They also increase positive perceptions of the organization and the role. Finally, training activities appear to increase employability within the organization (Groot et al., 2000). 

In conclusion, companies that want to be successful need to become experts in the art of teaching and encouraging the skills necessary for employees to adjust to and effectively manage change in the workplace. As a result of this circumstance, T&D systems play an essential part in strategic human resource management, which in turn improves the company's viability and competitiveness.

References

Aguinis H, Kraiger K (2009) Benefits of training and development for individuals and teams,organizations, and society. Annu Rev Psychol 60:451–474

Asim,M.(2013). Impact of  motivation  on  employee performance  with  effect  of  training:  Specific  to education  sector  of  Pakistan.  International  Journal  of Scientific and Research Publications, 3(9), 1-9.

Cekada, T. (2011). Need training? Conducting an effective needs assessment. Prof Saf 28–35

Groot W, Van den Brink H (2000) Education, training and employability. Appl Econ 32:573–581

Jehanzeb,  K.,  &  Bashir,  N.  A.  (2013).  Training  and development program and its benefits to employee and organization: A conceptual study. European Journal of Business and Management, 5(2), 243-252

Kraiger K (2014) Looking back and looking forward: trends in raining and developmentresearch. Hum Resour Dev Q 25(4):401–408

Nassazi,  N.  (2013).  Effects  of  training  on  employee performance:  Evidence  from  Uganda  (Unpublished doctoral dissertation). University  of  Applied  Sciences, Vassa, Finland

Park Y, Jacobs RL (2011) The influence of investment in workplace learning on learningoutcomes and organizational performance. Hum Resour Dev Q 22(4):437–458

Salas E, Tannenbaum SI, Kraiger K, Smith-Jentsch KA (2012) The science of training anddevelopment in organizations: what matters in practice. Psychol Sci Public Interest 13(2):74–101

Ubeda-García M, Marco-Lajara D, Sabater-Sempere V, García-Lillo F (2013) Does traininginfluence organizational performance? Analysis of the Spanish hotel sector. Eur J Train Dev37(4):380–413

HR Analytics

An organization's internal Human Resource Management (HRM) system is referred to as human resource control, or HRC for short. HRC is responsible for managing fundamental aspects of HRM, including hiring and training employees, paying them fairly, ensuring their safety on the job, and cultivating productive working relationships between management and staff (Tursunbayeva, Di Lauro, and Pagliari, 2018). Both human resource management (HRM) and HR analytics put an emphasis on optimizing employee-related operations such as recruiting, evaluating, promoting, compensating, retaining, and letting go of staff members (Tursunbayeva, Di Lauro, and Pagliari, 2018). In this article, the benefits that HR analytics may provide to companies are discussed. 

The term "human resource analytics" is very recent, having made its debut in the year 2004 (Marler and Boudreau, 2017) At the crossroads of computer science, decision making, and quantitative approaches lies a new field that goes by the name of analytics. Its purpose is to organize, analyze, and provide solutions for the massive amounts of data that are produced by modern civilization (Mortensen, Doherty, and Robinson, 2015). Incorporating the phrase "HR" into these investigations makes it abundantly clear that the employees themselves are the primary focus of these inquiries (Heuvel and Bondarouk, 2017).

 HR analytics refers to the practice of carefully finding and quantifying the people-related factors that contribute to the success of an organization in order to make decisions that are more informed (Heuvel and Bondarouk, 2017). Depending on the specifics of the situation, the term "human resource analytics" may also be synonymous with "people analytics," "talent analytics," and "workforce analytics." Therefore, the goal of HR analytics is to collect data from all of the many departments and activities carried out by the firm. Information on employees, including their names, addresses, birthdays, ethnicities, jobs, years of service, earnings, marital and family statuses, educational and professional accomplishments, and so on, is stored within HR information systems (HRIS) (Heuvel and Bondarouk, 2017).

In addition to analytical data, a payroll system would typically include components such as tools for worker scheduling, application tracking systems, and satisfaction surveys. HR analytics make use of data from the management information system of the firm that is not related to HR (such as ERP). A few examples of data sources include the following: the volume, defect rates, and returned goods from the production module; the customer satisfaction and retention rates from the marketing module; and the revenue, cost, and profit figures from the finance module (Diez, Bussin, and Lee, 2019). 

Analytical tools for management of human resources can be used, not only for evaluative purposes, but also for achieving descriptive and prescriptive objectives (Reddy, 2017). Optimizing processes is the goal of descriptive analytics, and the method achieves this goal by employing relationship visualizations that are based on observable patterns from both the present and the past (Reddy, 2017).

The foundation of descriptive analytics is provided by HR metrics, which are used to analyze significant HRM performance outcomes such as the level of effectiveness and efficiency. KPIs have the potential to be implemented in a wide variety of HR procedures, including strategic planning, talent acquisition, performance management, talent and career management, pay, retirement, and termination, in addition to health, safety, and employee well-being (Wawer, 2018). 

Common HR metrics for measuring employee productivity and performance include employee turnover, profit, and labor costs. For instance, the profit generated by employees can be calculated by dividing annual or monthly profit by the number of employees, or profit per employee can be calculated by dividing business profit by the number of employees. Another example of a common HR metric is the number of hours worked per employee.  

Businesses that have reached a high level of maturity make sophisticated use of people analytics. As a consequence of this, the mature businesses' average profit over a period of three years is 82% higher than the average profit of businesses that have not reached a high level of maturity (Deloitte Development LLC, 2017). 

HR practitioners might gain a lot by developing a grasp of HR analytics as a field that works to improve the quality of data and the financial success of businesses. The recognized benefits are an important starting point when it comes to conducting surveys regarding the challenges that businesses face when attempting to integrate HR analytics.

References 

Deloitte Global Hu-man Capital Trends. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/global/Do-cuments/About-Deloitte/central-europe/ce-global-human-capital-trends.pdf

 

Diez, F., Bussin, M., and Lee, V. (2019). Fundamentals of HR analytics: A Manual on becoming HR analytical. Emerald Group Publishing. 

 

Hecklau, F., Galeitzke, M., Flachs, S., and Kohl, H. (2016). Holistic approach for human resource ma-nagement in industry 4.0. Procedia CIRP, 54, 1-6.

 

Heuvel V. D. S., and Bondarouk T. (2017). The rise (and fall?) of HR analytics, Journal of Organizatio-nal Effectivness, People and Performance Vol. 4 No 2, 2017, pp.127-148

 

Marler, J., and Boudreau, J. (2017). An evidence-based review of HR analytics. The International Journal of Human Resource Management, 28(1), 3-26. 

 

Mortensen, M., Doherty, N., and Robinson, S. (2015). Operational research from Taylorism to teraby-tes: A research agenda for the analytics age. European Journal of Operational Research, 241(3), 583-595.

 

Reddy, P. (2017). HR analytics – an effective evidence based HRM tool. International Journal of Busi-ness and Management Invention, 6.7(2017), 23-34. 

   

Tursunbayeva A., Di Lauro, S., and Pagliari, C. (2018). People  analytics – a scoping review of con-ceptual boundaries and value propositions. International Journal of Information Management, 43, 224-247.

 

Wawer, M. (2018). The use of HR metrics in human resources management. Przedsiębiorczość i Za-rządzanie, 19, 3, 2, 2303-317

Employee Turnover

Previous studies (Mobley, 1983) have centered their attention on the factors and processes that contribute to employee turnover. There are a number of factors that may contribute to an employee's decision to resign from their position, including dissatisfaction with their work or workplace, or a lack of congruence between their skills and the requirements of the job (Hakim et al., 2018). 

Further, if there is essentially no opportunity for advancement because there is neither mentoring nor feedback, it can make employees feel even more dissatisfied Hakim et al., 2018). Employees' feelings of devaluation and unrecognition in the workplace are exacerbated when there is a lack of trust in the leadership of the organization (Mobley, 1983). Therefore, individuals who do not share their knowledge and expertise with other members of the company are a significant factor in the organization's performance going in the wrong direction (Alraj et al., 2016).

It has also been found that factors such as the desire to advance one's career, having a high earning potential, having problems with coworkers, being unsatisfied with methods for human resources, and for personal reasons contribute to the urge to switch professions (Mamun & Hasan, 2017). In addition, according to , the cost of employee turnover is a major concern for businesses because it can have a negative influence on the operations of the organization (Armstrong, 2007).  

Another reason for employee turnover that falls under management's purview are factors that are directly related to the employee's job and dissatisfaction with working conditions, conflicts with superiors, difficulties with scheduling, and wage disparities are some of the causes of employee turnover that are well acknowledged by employers (Milkovich and Bourdeau, 1993). 

The management of the corporation may uncover and handle problems that exist within the organization (Alhamwan & Mat, 2015). In addition, several internal and external factors have a role in the decisions that employees make regarding whether or not to remain in their positions (Milkovich and Bourdeau, 1993). Work-life balance, the labor market, and macroeconomic issues are examples of variables that fall under the category of external factors, whereas internal factors include perceived organizational support, pay satisfaction, administrative support, and attractiveness of the organization (Alshammari et al., 2016). 

The most common reasons for an employee to resign from their position are dissatisfaction with their work, a lack of opportunities for promotion, a desire for a change, or a conflict with their superiors (Jaffari, et al., 2011). In addition, if a person has a negative evaluation of their current place of employment, they are more likely to be dissatisfied with their position, consider quitting, and analyze the benefits and drawbacks of finding another place of employment. This makes it more likely that they will quit their job (Mobley, 1977).

This suggests that it is essential for management to understand each employee's unique requirements and to provide for those requirements in order to boost morale, increase productivity, and reduce employee turnover. Therefore, there are a variety of strategies that can be utilized in order to keep employees, including the implementation of efficient management systems, the provision of training, the promotion of participation in the workplace, the development of a pleasant working environment, and the provision of financial incentives and other benefits (Ho & Konig, 2013). 

Therefore, because of this, both individuals and businesses would experience increased levels of productivity. The human resource management system should place an emphasis on employees' levels of competence and motivation, as well as their access to opportunities, in order to achieve sustainable levels of employee performance.

References

F.Ho and S. Konig, “Flexibility  and  Work-Life  Conflict  in  Times  of  Crisis:  A  Gender  Perspective,”  In- ternational Journal  of Sociology and Social Policy, Vol. 33, No. 9-10,  pp. 613-635, 2013

M. Armstrong,: Řízení lidských zdrojů. 10. vyd. Praha: Grada Publishing, a. s. 800 s. ISBN 978-80-247-1407-3 2007

M. A. Alshammari, B. A. A. L. Qaied, H. Al-Mawali, and M. Matalqa, “What  drives  employee’s  involvement  and  turnover  intentions: Empirical investigation  of factors influencing  employee involvement and turnover intentions?”, Int. Rev. Manag. Mark., vol. 6, no. 2,  pp. 298–306, 2016

M.  Alhamwan  and  N.  Mat.,  “Antecedents  of  Turnover  Intention Behavior among Nurses: A Theoretical Review,” J. Manag. Sustain., vol. 5, no. 1, pp. 84–89, 2015, doi: 10.5539/jms.v5n1p84.

S. Alaarj, Z. Abidin-Mohamed, and U. S. B. A. Bustamam, “Mediating Role of Trust on the Effects of Knowledge Management Capabilities on Organizational Performance,” Procedia - Soc. Behav. Sci., vol. 235, no. October, pp. 729–738, 2016, doi: 10.1016/j.sbspro.2016.11.074.

A. L. Hakim, Sudarmiatin, and Sutrisno, “The Effect of Work Stress on Turnover  Intention  with  Work  Satisfaction  and  Commitment  as Intervening  Variable  (Study  at  PT  Infomedia  Solusi  Humanika  in Malang),”  Eur.  J.  Bus.  Manag., vol.  10, no.  12,  pp.  85–94,  2018, [Online]. Available: www.iiste.org.

A.  R.  Jaffari,  J. Aziz, Z.  Hussain, N.  Akhtar,  and K.  Ur-Rehman, “Prime and sub-prime factors of employee voluntary turnover in boom phase  of  industry:  Empirical  evidence  from  banking  sector  of Pakistan,” African J. Bus. Manag., vol. 5, no. 15, pp. 6408–6414, Aug. 2011, doi: 10.5897/AJBM10.1556.

A.  Al  Mamun  and  M.  N.  Hasan,  “Factors  affecting  employee turnover  and sound retention strategies in business organization: A conceptual view,” Probl. Perspect. Manag., vol. 15, no. 1, pp. 63–71, 2017, doi: 10.21511/ppm.15(1).2017.06.

G.T. Milkovich, J.W. a Bourdeau,  Řízení lidských zdrojů. Praha: Grada a. s., 936 s. ISBN 80-85623-29-3 1993

W.  H.  Mobley,  “Employee  Turnover:  Causes,  Consequences,  and Control”, Price Ind. Labor Relations Rev., vol. 36, no. 3, pp. 506–507, 1983.

W. H. Mobley, “Intermediate linkages in the relationship between job satisfaction and employee turnover,” J. Appl. Psychol., vol. 46, no. 3, pp. 237–240, 1977, doi: 10.1037/0021-9010.62.2.237

Employee Rewards

The performance of an organization's employees is crucial to the organization's long-term success in putting its business strategy into action and in maintaining its edge over its competitors (Danish & Usman, 2010). The provision of monetary rewards, such as pay and bonuses, is typically emphasized by employers in an effort to encourage workers to attain high levels of productivity (Imran, Ahmad, Nisar, & Ahmad, 2014). 

However, non-financial benefits, such as praise and recognition, are frequently neglected in this context and despite the fact that financial incentives have been shown to positively promote performance-enhancing behaviors and to some extent satisfy employees, significant basic research has proven that recognition is important for keeping employees motivated, valued, and committed (Danish & Usman, 2010). 

This is especially true for employees who have demonstrated a dedication to their jobs (Luthans, 2000). Employee recognition, in addition to having a significant positive correlation with employee performance, has been demonstrated to be an effective motivational tool that boosts employees' efforts toward achieving the goals and objectives of the organization (Harrison, 2005). This is the case despite the fact that employee performance and employee recognition do not have the same meaning (Imran, Ahmad, Nisar, & Ahmad, 2014).

According to Harrison (2005), recognition is the timely, informal and/or official acknowledgment of an employee's conduct, effort, or business result that advances the organization's goals and values and exceeds what is considered "normal." This definition of recognition can take place in either a formal or an informal setting and acknowledgment is described as a positive reaction and evaluation of an individual's work. This evaluation can be official or informal, one-on-one or in a group, private or public, monetarily or in another form (Nyakundi, Karanja, Charles, & Bisobori, 2012). 

This includes, but is not limited to, a person's work performance, their personal devotion, and their level of participation (Brun & Dugas, 2008). Employee recognition programs are designed to accomplish a number of goals, including fostering a sense of ownership and belonging among workers, boosting morale and loyalty, and increasing the likelihood that workers will continue to be employed by the company (Harrison, 2005). These goals can be accomplished by letting workers know and understanding that their work is respected and appreciated (Nyakundi, Karanja, Charles, & Bisobori, 2012).

It has been discovered that recognizing employees' efforts can be an effective method of motivating them, which in turn can boost the happiness levels of individual workers as well as the firm as a whole (Zani, Rahim, Junos, Samonol, Ahmad, & Merican, 2011). According to Freeman (1978), a healthy working environment is formed when employees are suitably recognized, which drives them to be dedicated to their work and perform at a high level. This, in turn, generates a healthy working environment. Employees that are motivated to do their best work are a company's greatest asset because they help the organization realize its objectives, be successful in implementing its business strategy, and prosper overall (Danish & Usman, 2010; Imran, Ahmad, Nisar & Ahmad, 2014). 

Employees who do not feel inspired to perform their best work are less likely to take initiative, develop novel approaches to problem-solving, and focus all of their attention and effort on the task at hand. It has been established that non-monetary rewards such as acknowledgment have a favorable correlation with employee work satisfaction as well as the success of the firm (Erbasi & Arat, 2012; Ngatia, 2015; Tausif, 2012). According to Imran, Ahmad, Nisar, and Ahmad (2014), when employees are happy with both their jobs and the organization as a whole, they are more invested in both aspects of their work and produce better results. When employees are satisfied with their jobs and the organization as a whole, the organization as a whole benefits.

References

Brun, J. P.,&Dugas, N.(2008). An analysis of employee recognition: perspectives on human resources practices. The International Journal of Human Resource Management, Vol. 19 No. 4, pp.716‐730.

Freedman, M. S. (1978). Some Determinants of Compensation Decisions. The Academy of Management. 21397- 409.

Erbasi, A. & Arat, T. (2012). The effect of financial and non-financial incentives on job satisfaction: An examination of food chain premises in Turkey. International Business Research, 5(10), p136.

Luthans, K. (2000). Recognition: A powerful but often overlooked leadership tool to improve employee performance. Journal of Leadership Studies, Vol. 7(1).

Danish, R.Q., & Usman, A. (2010). Impact of reward and recognition on job satisfaction and motivation: An empirical study from Pakistan. International Journal of Business and Management, 5(2): 159

Imran, A., Ahmad S., Nisar, Q. A. & Ahmad, U. (2014). Exploring Relationship among Rewards, Recognition and Employees’ Job Satisfaction: A Descriptive Study on Libraries in Pakistan. Middle-East Journal of Scientific Research, 21 (9): 1533-1540, 2014

Harrison, K. (2005). Why Employee Recognition is so Important. Retrieved from www.cuttingedgepr.com

Nyakundi, W. K., Karanja, K., Charles, M., & Bisobori, W.N. (2012). Enhancing the role of employee recognition towards improving performance: A survey of Keyatta National hospital Kenya. International Journal of Arts and Commerce, 1 (7).

Tausif, M. (2012). Influence of Non Financial Rewards on Job Satisfaction: A Case Study of Educational Sector of Pakistan. Asian Journal of Management Research, 2(2).

Zani, R., Rahim, N.A., Junos, S., Samonol, S., Ahmad, S. S., Merican, F.M. (2011). Comparing the impact of financial and nonfinancial rewards towards organizational motivation. Interdisciplinary Journal of Contemporary Research in Business , 3(4), 328-334.

 

Recruitment

In the modern era of globalization, the significance of human resources is expanding as a direct result of the expansion of these resources' spheres of influence in tandem with the expansion of the developing world (Enis, 2018). Employees are an organization's most valuable resource because of the vital roles they play in defining the company's level of success; this resource is referred to as "human capital". As a consequence of this, efficient human resource management is essential to the expansion of every company (Armstrong, 2009).

Methods from the field of human resource management, such as selection and recruiting, are utilized by companies in order to improve and expand the skill sets of its staff members and so increase both their own and the organization's chances of achieving their objectives (Ogedegbe 2014). These practices should be in line with the overarching goal of the organization and should ensure that the appropriate number of people are present in the appropriate locations at the appropriate times in accordance with the appropriate processes (Ogedegbe 2014). 

According to Armstrong (2009), the practices of human resource management (HRM) should be adaptable to changes in the business climate and should contribute to the organization's fulfillment of its stated goals and objectives. Human resources departments often function as the de facto growth engines of their companies because of their constant need to recruit highly qualified individuals to fill vacant positions (Ogedegbe, 2014). 

Concerns about recruiting, such as the required number of people, the required date, and the requisite qualifications, are part of the decisions that are made during the planning phase of human resource management. When recruiting new staff, this is the very first thing that needs to be done, and it's not just a good idea—also it's a good practice, because it encourages more applicants who are qualified to apply (Armstrong, 2009). 

According to Henry and Temtime (2009), recruiting is a method for selecting qualified candidates for employment, and the effectiveness of such selections can be demonstrated over time through following training. In addition, recruiting is a method for determining whether or not an applicant is qualified. According to Abbasi, Tahir, Abbas, and Shabir (2020), recruiting is the process through which a business recruits and engages talented individuals in order to increase its talent pool and, as a result, its market competitiveness. In other words, recruiting is the method by which a business builds its talent pool.

In addition, Geetha and Bhanu (2018) argue that in the present era of intensified global competition and a rapidly changing business environment, the success of any business depends heavily on attracting and retaining top-tier employees whose work will yield substantial benefits for the company or institution that employs them. This is because in the current era of increased global competition and a rapidly changing business environment, the success of any business depends heavily on attracting and retaining top-tier employees  (Geetha & Bhanu 2018). 

This suggests that a wide variety of companies give significant consideration to a number of different recruitment and selection tactics. In this sector, companies make use of a wide array of strategies in order to establish an operations strategy that is both cost-effective and sustainable (Henry and Temtime, 2009). The entire process of recruitment is designed with one goal in mind, and that is to select, from among the pool of applicants, those individuals who are the most qualified to fill a specific position (Gamage, 2014). 

The process of searching for and choosing qualified individuals to apply for open positions in a business is referred to as recruitment. If recruitment is unsuccessful, there will be insufficient qualified applicants to choose from; hence, the selection process will also be unsuccessful. According to (Gamage, 2014), the purpose of recruitment is to build a large enough candidate pool to ensure that there are sufficient individuals with the required skills and credentials to fill openings. This can be accomplished by ensuring that there are sufficient individuals with the required skills and credentials to fill openings (Geetha & Bhanu 2018).

 

References

Abbasi, S.  G.,  Tahir, M. S., Abbas, M.,  &  Shabbir,  M.  S.  (2020). Examining the relationship  between  recruitment  & selection practices and business growth: An exploratory study. Journal of Public Affairs, e2438

Armstrong, M. (2009). Armstrong’s Handbook of human resource Management practice 11th edition. Longon: Kogan Page

Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.

Geetha, R., & Bhanu, S. R. D. (2018). Recruitment through artificial intelligence: a conceptual study. International Journal of Mechanical Engineering and Technology, 9(7), 63-70

Henry, O., & Temtime, Z. (2009). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management, 3(2), 52-58

Ogedegbe, R. J. (2014). Achieving organisational objectives through human resource management practices. European Journal of Business and Management, 6(16), 18-22

 

Employee Engagement

The field of management, industrial psychology, and organizational theory have all devoted a significant amount of research to the subject of employee engagement (Jeung, 2011). As a consequence of this, it is inextricably linked to the intricate administration of the Human Resources (HR). In the fast-paced and competitive business environment of today, HRD (Human Resource Development) specialists need to be able to make distinctive contributions to the efforts made to improve the overall quality of the work done by personnel who come from a wide variety of backgrounds, experiences, and skill sets (Kim et al., 2017). 

It is difficult to keep workers engaged, but it is necessary to do so in order to prevent employee burnout (Bakker, Demerouti & Sanz-Vergel, 2014). Many academics believe that "work engagement" and "employee engagement" are two of the most important factors to consider while researching human resource development (Lee et al., 2016). Employee and job engagement are frequently thought of as similar terms due to their reciprocal dependence on the requirements of the job and the resources that are available (Bakker & Demerouti, 2007). 

Because there are no fundamental differences between literacy and employee engagement, the author of this essay utilizes the phrase "employee engagement" to facilitate literacy. This is because, in terms of theoretical and scientific discoveries, there is no difference between the two (Bakker, Schaufeli, Leiter, & Taris, 2008). 

The level to which members of an organization's workforce are excited about, committed to, and interested in the work that they do is referred to as worker engagement (Schaufeli, Bakker, & Salanova, 2006). According to Farndale and Murrer (2015) and Shuck and Wollard (2010), an employee's level of thought, emotion, and action is what determines the degree to which he or she is dedicated to the organization's goal.

"Employee engagement" is defined by Xiao and Duan (2014) as a worker's "positive psychological state" in regard to their job or profession. Working satisfies a number of psychological and physiological demands, in addition to providing a monetary incentive for doing so (Alderfer, 1969). The need will cause a change in perspective, which will lead to enhanced motivation and passion regarding job (Mokaya & Kipyegon, 2014). 

It is possible that meeting these conditions may boost employee involvement, which will, in turn, increase the quality of the work produced by each employee. Therefore, the quality of an employee's work is crucial to the success of a company as a whole in motivating employees to work hard toward achieving their shared goals (Alqarni, 2016). 

The level of employee engagement in the industrial sector has a substantial bearing on the viability of the company and, as a consequence, leads to improved performance (Mokaya & Kipyegon, 2014). Being professional is giving one's work one's complete and undivided attention at all times. The level of dedication a worker demonstrates determines the overall level of quality in the product that person produces. The problem is that the organization is infested by "fleas," which lowers its overall quality and makes it more difficult for the organization to achieve its goals (Mokaya & Kipyegon, 2014). 

If people feel that their current jobs do not provide them with the opportunity to meet their needs, they are more likely to intend to look for new employment (Biron & Boon, 2013). However, the quality of an employee's performance may be significantly damaged if human resources fails to implement job descriptions appropriately. This is because human resources are so important to the success of an organization in achieving its goals that there is a legally binding agreement that tries to foster organizational commitment (Cesario & Chambel, 2017). 

Employee engagement can be impacted by a wide variety of external factors, one of which is providing compensation that is market-competitive and proportionate to experience (Pang & Lu, 2018). Employee engagement can be increased through the use of open lines of communication inside the firm. The presence of supporting coworkers has a comparable influence on an individual's performance as does the presence of a supportive work environment. Employee engagement can be affected by a wide variety of internal factors, one of which is the workers' view of their own level of competence in their jobs (Sofiah & Kurniawan, 2019). 

Other research has indicated that individuals are more dedicated to their jobs when they are able to maintain a healthy balance between their professional and personal lives (Alqarni, 2016). Extensive study has shown that a person's excitement for their profession can affect their devotion to it, which in turn can affect their performance (Burke, Astakhova & Hang, 2015). The engagement of workers is essential to the success of businesses because it drives up overall productivity, which in turn boosts employee happiness and morale.

References

Alqarni,  S.  A. Y.  (2016). Quality  of work-life  as  a predictor  of work  engagement  among  the teaching. International Journal of Humanities and Social Science. 6 (8) 118 – 135.

Alderfer C. P. (1969). An empirical test of new theory of human need. Organizational Behavior and Human Performance. 4 (1) 142 – 175.

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology. 22 (3) 309 – 328. https://doi.org/10.1108/02683940710733115

Bakker, A. B, Schaufeli, W. B, Leiter, M. P, & Taris, T. W. (2008). Work engagement: An emerging concept  in  occupational  health  psychology.  Work  and  Stress.  22  (3)  187  –  200. doi:10.1080/02678370802393649

Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: the JD–R approach.  Annual Review of  Organizational Psychology and  Organizational Behavior.  1, 389  – 411. DOI: 10.1146/annurev-orgpsych-031413-091235

Biron,  M.,  &  Boon,  C.  (2013).  Performance  and  turnover  intentions:  A  social  exchange perspective. Journal of Managerial Psychology. 28, 511 – 531

Burke, R. J., Astakhova, M. N., & Hang, H. (2015). Work Passion Through the Lens of Culture: Harmonious Work Passion, Obsessive Work Passion, and Work Outcomes in Russia and China. Journal of Business and Psychology. 30 (3) 457 – 471. https://doi.org/10.1007/s10869-017-9500-2

Cesario, F. & Chambel, M. J. (2017). Knowledge and Process Management. Published online in Wiley Online Library. DOI: 10.1002/kpm.1542

Farndale, E., & Murrer, I. (2015). Job resources and employee engagement: a cross-national study. Journal of Managerial Psychology. 30, 610 – 626. doi:10.1108/jmp-09-2013-0318

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Performance Management

When performance management is successfully executed, its multiple components contribute to the prosperity of a company by facilitating the timely and successful accomplishment of the firm's goals as well as the ongoing improvement of operations in order to obtain the best possible results. According to Baron and Armstrong (2007), performance management is a process that entails a deliberate strategy that improves the firm's productivity and employees by enhancing employee performance via teamwork and individual abilities. This is accomplished by providing employees with feedback on how they can improve their performance. Productivity in the workplace can be defined as the degree to which individuals make effective use of the resources at their disposal to advance the objectives of the business (Mefford, 2009). 

The result is the result of efficiency in the workplace and care for the success of the firm in accomplishing its goals, which are founded on the ambitions of the employees. The aspirations of the employees were the basis for the goals of the organization. An effective performance management plan is one that helps businesses retain a highly efficient staff. This approach consists of a combination of employee training and development, performance evaluation and appraisal methods, and an effective review and feedback system (Stewart & Ramen, 2007). 

The primary goal of human resources is to create an atmosphere that is beneficial to learning, growth, and high output, all of which contribute to the organization's ability to remain profitable in the long run. The performance and output criteria of employees can be successfully communicated through the use of solutions for performance management (Marsor, 2011). 

According to Jackson & Schuler (2005) definition, performance management is a collection of procedures that includes goal formulation and measurement, performance evaluation and feedback, reward systems, career development planning, as well as motivation and training. One of the attributes was a system that allowed for the reevaluation of judgments regarding performance enhancement and the comparison of actual results to ideal outcomes. It is possible to evaluate an individual's level of performance with the assistance of a number of methods that are involved in the process of reaching organizational goals that are associated with the wishes of individuals  (Jackson & Schuler, 2005). 

Evaluation is a tool that may be used to drive workers to enhance their performance by building on their existing strengths and addressing any areas in which they fall short. Poaching is a method that allows organizations to accomplish responsibility harmonization and diversity management (Nevins, 2002). 

Employing great performance management solutions is required for this method. Clearly, making investments in the expansion and development of your team has the potential to assist you in accomplishing the goals you have set for your company, particularly if you couple this growth with an efficient review process. Employees are more likely to satisfy expectations and display initiative toward goal attainment after receiving a performance assessment that functions as a self-reflective look at their prior performance. A worker's performance gaps can be identified through the use of sincere criticism, and the worker can then take the necessary activities to improve, which is beneficial for any organization (Marsor, 2011).

References

Armstrong M. (2007). A handbook of employee reward management and practice (2nd ed.). Kogan Page.

Jackson, S. & Schuler, R. (2005). Managing Individual Performance: A Strategic Perspective. 10.1002/0470013419.ch18.

Marsor, R. (2011). Influence of prior acquaintance with the ratee on rater accuracy and halo. The Journal of Management Development 26 (8), 790.