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Strategic Human Resource Management in level 7
Table
of Contents
List
of Tables
Introduction
to HRM
Lines of Business
HR Philosophy
Corporate Social Responsibilities
Head Office
Registered Office: Shree Bal Sadan,
1870, Kantipath
Kathmandu
Nepal
Factory
Task-1
1.1
Explain the importance and purpose of Strategic Human Resource Management and
its activities for organizations
1.1.1. Life Cycle Model:
1.2
Evaluate how Strategic Human Resource Management contribute to the achievement
of the organizations objectives
1.2.1
Write the organizations objective
1.2.2
Evaluate pros and cons of the SHRM in trying to achieve the organizations
objectives
1.2.3
You should include
1.2.3.1 HR policies how
does it affect the objectives
1.2.3.2 HR Evolution
method and how does affect the achievement of organization objective
1.2.3.3 HR Planning (HR
strategy .i.e recruitment strategy - outsourcing of own recruitment)and how
does it affect the organization strategy
1.2.3.5 Rewarding
method and how does it affect the organization objective
Task-2
2.1
Analyze the business factors that influences the human resource planning in an
organization and how it affect the human resource requirement in the given
situation
PESTEL
Analysis:
SWOT
Analysis:
2.2
Develop the human resource plan for the organization you have selected
After
the precise and proper strategic planning for the various strategic business
units and departments, the next step is to create a strategic human resource
link among these business units and departments. The human resource link that
establishes a link between the overall organizations objectives with the
organization mission and its people is as shown below in the figure 3.
2.3
Comprehensive Human Recourse Planning
Task-3
3.1
Explain the purpose of human resource management policy in the organizations
3.2
Analyze the impact of regulatory requirements on human resource policies in an
organization
Task-4
Implementation
4.1
Pay Scales/ Motivational Technique:
4.2 Job Description /Job Specification:
4.2
Job Analysis:
4.3 Methods of Job Analysis:
Works
Cited
Strategic Human Resource Management in level 7
A
Case Study in Strategic Human Resource Management of
“Surya Nepal Pvt. Ltd”
Nepal
Submitted
by:
MS. UPRETI
Edexcel BTEC Level 7
Reg.
No. 5-1-48-2876-2002
Under the Guidance of
Prof. SENT JOSEPH, Ph.D
Faculty of Management
Landon College of Engineering &
Management
Submitted
to Landon College of
Engineering & Management in partial fulfillment
of the requirements for the Assignment in Strategic Human Resource Management
in level 7
Landon
College of Engineering and Management
Table
of Contents
List
of Tables
INTRODUCTION
Introduction
to HRM
Human resource – Every organization is made of
people and is depended on people to make them operate. More over quality of organization
largely depends upon the quality of people it hires and keeps.
Getting and keeping competent employees
is crucial to the success of every organization.
“ HRM is related with policies
and practices involved in carrying out the people or human resource aspects of
management position, including recruitment, screening, training, rewarding and
appraising. (Dessler, 2009)
David
DeCenzo and Stephen Robbin –“HRM is the process consisting of
the acquisition, development, motivation and maintenance of human resources”
Human Resource Management is defined as a
strategic and coherent approach to the management of an organization’s most
valuable assets- the people working there, who individually and collectively
contribute to the achievement of its objectives. (Armastrong, 2011, p. 5)
Boxall
et al (2007) describes HRM as ‘the
management of work and people towards desired ends’. John Storey (1989)
believes that HRM can be regarded as a ‘set of interrelated policies with an ideological
and philosophical understanding’.
However,
more precisely HRM is defined by two models developed by what might be
described as its founding fathers as “The matching model of HRM” and “The
Harvard framework”
Enduring
value for all stakeholders
Surya Nepal Private Limited (SNPL)
is an Indo-Nepal-UK joint venture, which started operations in Nepal in 1986.
Surya Nepal is now the largest private sector enterprise in Nepal and a
subsidiary of ITC Limited, India, the balance shares are held by 20 Nepalese
individual & corporate shareholders and British American Tobacco
(Investment) Limited, UK. (Ltd, 2011)
Lines of Business
Surya Nepal’s businesses include manufacture and marketing
of cigarettes and readymade garments in Nepal as well as exports of ready-made
garments with a total turnover of over US $100 million.
Surya Nepal’s commitment to its corporate vision “enduring
value for all stakeholders” has been uncompromising through the years and is
reflected in every product, process and service provided by the company.
The company was awarded the prestigious FNCCI National
Excellence Award during 2007 for being the best-managed corporation in Nepal.
The company is also the recipient of various national safety and environmental
awards and with the constant focus on systemic work processes, both the
cigarette and garment factories are ISO-9001: 2000 certified.
HR Philosophy
Preamble
The
Surya Nepal philosophy affirms the company’s belief that people are its major
asset, and that together they will sustain Surya Nepal as an institution with
vitality and perpetuity.
Self-managing
Resource
We
believe that each human being is a fundamentally different and unique resource,
in that he/she is simultaneously a source, a resource, and the end of all
economic and social activity. He/she is the means as well as the purpose.
He/she is capable, willing and, in the normal course of evolution, developing.
Potential
We
believe in the inherent potential of people. There are different kinds and
degrees of potential, which can be developed and utilized in the context of
task challenges, responsibility and commitment.
Limitations
We
believe that any apparent limitations in people are the result of a variety of
circumstances and factors, and can be overcome with support, awareness and
correction, following which, the potential has a chance to flower again.
Quality
of Work Life
We
believe that Surya Nepal as a business institution can provide a high quality
of work life for all its members through opportunities for a meaningful career,
job satisfaction and professional development. Through this, Surya Nepal
members will contribute to quality of life in their interface with society.
Meritocracy
We
believe that people accept meritocracy as a just and equitable system, and
contribute best under conditions of open opportunities and challenges and
differential rewards commensurate with performance.
Membership
We
believe that people can blend harmoniously the components in their membership
of Surya Nepal, namely leadership, fellowship and peer ship.
Actualization
We believe that the design,
implementation and update of human resource management systems, enhancement of
skills, and creation of an enabling climate will facilitate the self-actualization
of us as individuals and of Surya Nepal as a valued business institution.
Corporate Social Responsibilities
Introduction:
Today,
business enterprises globally face the dual challenge of enhancing shareholder
value together with adherence to the goal of sustainable development. Surya
Nepal has embraced this dual challenge and has taken significant steps to match
its objective of creating wealth with sustainable development practices for its
employees, shareholders, the community at large and to contribute to Nepal’s
development challenges.
Objectives:
- To
support community activities which contribute to sustainable development
and help in enhancing access to basic development needs and efforts
- To
explore public-private partnerships to enhance scale and scope of Surya
Nepal’s engagement in community development initiatives.
- To
enhance scale and scope enmesh with business model, wherever possible.
- To
mobilize local resources by enhancing partnership and collaborations with
local community groups and institutions.
Head Office
Registered Office: Shree Bal Sadan,
1870, Kantipath
Kathmandu
Nepal
Factory
Simara
Bara
Nepal
|
Tankisinwari-2
Biratnagar
Nepal
|
Task-1
1.1
Explain the importance and purpose of Strategic Human Resource Management and
its activities for organizations
Strategy is the
company’s long term plan dealing with balancing its internal strengths and
weakness with external opportunities and threats in orders to maintain a
competitive advantage. (Kachru, 2011)
Strategic Human Resource
Management links Human Resource plans, policies and practices with an
organization’s overall strategy.
“There is no magic” in the success
of companies, the secret of their success is simply the way that treats their
employees (Akio Morita, Founder Sony Corporation). Strategic Human Resource Management
(SHRM) is a future oriented programe that has to be articulated mounting on the
face of present scenario and its trends. As we know SHRM is a tool that
sharpens the company’s competitive advantage over its rivals in the long run.
Thus, SHRM is important in order to generate, analyze the generic, form, industry
and brand strategy to cope the potential industry threats. So SHRM is vital in
order to formulate the core competencies and overcome the organizations
shortcomings in the future.
Purpose
of SHRM: the purpose of SHRM is to articulate when an
organization intends to do about its human resources management policies and
practices now and in the longer term, bearing in mind the dictum of Fombrun et
al (1984) that business and managers should perform well in the preset to
success in the future. HR strategies may set out intentions and provide a sense
of purpose and direction, but they are not just long-term plans. As Lynda
Gratton (2000) commented, ‘There is no greater strategy, only greater
execution.’ (Armastrong, 2011)
However, all the activities related
to strategic human resource management are performed by the directors of the
organization and all strategic partners. This performance of SHRM is based on
four types of leadership such as Transformational, Transactional, charismatic and
Laissez-faire Leader. The major purpose of SHRM is to bring out changes in the
organization as a result of people itself are the change agents and see the
performance and evaluate, in order to fulfill the gap between expected performance
and actual performance through strategic planning.
1.1.1. Life Cycle Model:
Introduction:
This
is the beginning stage in the lifecycle of product or services. In this stage,
the company is not making any profit because of the set up cost and from the
point of SHRM at this stage human resource management is tough and need to
consciously managed recruit the better employee that best fit with the
organizations objectives.
Growth:
At this stage company is making gradual
profits and then more rapidly, so mass production takes places and hence large
no of work force is needed with proper anticipation of the human resource
condition in future. So in this stage strategically far sighted planning has to
be done.
|
Introduction
|
|
Price
|
|
Maturity
|
|
Growth
|
|
Decline
|
|
Time
|
|
|
Maturity: This
is the stage of saturation where the revenue is optimum. And the sales get
saturated so it this stage more competent employee are needed in order to
remain in the level of the previous mature market.
Decline:
in
this stage the sales and the market share gets gradually and abruptly decline
and the business heads towards the bankruptcy. Thus if the situation is too
worse it is better to look for exit plan and terminate the employees with
suitable compensation package.
1.2
Evaluate how Strategic Human Resource Management contribute to the achievement
of the organizations objectives
Since,
Surya Nepal Pvt. Ltd is committed to Human Resource Philosophy such as
preamble, self actualization, membership, meritocracy, quality of work life, self-managing
resource and so on. So it acts as a benchmark and a crystal clear roadmap for
the proper mobilization of human resources within the organization in order to
achieve the organizational objectives and goals. Thus, well socialized human resources are an
enduring valuable asset of any organization and so do of Surya Nepal.
Nonetheless, Surya Nepal considers its human resource as the human capital
investment. It is for this reason a well trained knowledge worker enhances the
productivity of the company nothing better than a well committed management or
more than a hi-tech technology which accelerates the productivity beyond the
human thoughts. Thus, if the SHRM is sound then achieving the organizations
objective is not a great concern. It is how the Surya Nepal have made a culture
of excellence in the organization which in turn feedbacks to the attainment of
organizations objectives. Similarly, motivated workers are satisfied workers
and hence they are more productive, this is how Surya Nepal opts to concern for
employees satisfaction as well.
1.2.1
Write the organizations objective
Today,
business enterprises globally face the dual challenge of enhancing shareholder
value together with adherence to the goal of sustainable development. Surya
Nepal has embraced this dual challenge and has taken significant steps to match
its objective of creating wealth with sustainable development practices for its
employees, shareholders, the community at large and to contribute to Nepal’s
development challenges.
Objectives:
- To
support community activities which contribute to sustainable development
and help in enhancing access to basic development needs and efforts?
- To
explore public-private partnerships to enhance scale and scope of Surya
Nepal’s engagement in community development initiatives.
- To
enhance scale and scope enmesh with business model, wherever possible.
- To
mobilize local resources by enhancing partnership and collaborations with
local community groups and institutions
1.2.2
Evaluate pros and cons of the SHRM in trying to achieve the organizations
objectives
Organization consists
of various departments like finance, marketing and production and operation,
research and development and invariably human resource department too. The
human resource policy of the organization determines how closely the
organization is going to achieve its target in various departments. For an
instance in a sales department there is a data of current sales and projected
future sales, the SHRM basically focus to the availability of the resources for
the attainment of the future sales. If the resource is insufficient or
incompetent then there has to be acquired and to make the available resource
more competent training and development is necessary. The company Surya Nepal evaluates
its human resource position on this basis.
Surya Nepal often goes
for outsourcing the recruitment of top and middle level managers via
merojob.com (an outsourcing company in Nepal); this reduces the unnecessary burden
of human resource department so that they can give more emphasis to make the
employee more competent and updated to resent technology which in turn enables
employee retention. The prominent method of HR evaluation technique in Surya
Nepal is based on five point Lekert Scales which emphasizes the pay for
performance policy. However, the merit base promotion, fringe benefits, health
benefits, pension plan, flexi time, golden handshake and employee insurance policy
of Surya Nepal poses a positive tuning towards the achievement of organizations
goals and objectives. Although, the growing strength of labor union and
employee lockouts also cannot be negated which have adverse effect in
organizations overall achievement and performance. Thus, the company has
crafted a new policy to recruit at least 50% female employee to minimize strikes
and disturbances. Perhaps, SHRM have both the pros and cons in trying to
achieve the organizations objectives. They are listed as:
Advantages
|
Disadvantages
|
1. Provide effective benchmark for
interim evaluation of progress
|
1. Pre determined
schedule may lead to dominance over novice concept and innovation
|
2.
Gives a clear focus and the blueprint for the achievement of organizations objectives
|
2.
Can be counterproductive in future when the situation takes a paradigm shift
|
3.
Helps to anticipate the future in the present time and take corrective
decisions
|
3.
May provide barrier to shift the concentration and focus in adverse situation
|
4.
Supports in evaluation of trend analysis and helps in strategic decision
making
|
4.
Makes organization more dependent on trends rather than the real happening
of changes
|
5.
Helps in planning for the future
|
5.
Incurs more operational cost in planning and hence may reduce profitability
in future
|
1.2.3
You should include
1.2.3.1 HR policies how
does it affect the objectives
1.2.3.2 HR Evolution
method and how does affect the achievement of organization objective
1.2.3.3 HR Planning (HR
strategy .i.e recruitment strategy - outsourcing of own recruitment)and how
does it affect the organization strategy
Human resource planning
is a process that identifies current and future human resources needs for an
organization to achieve its goals. Human resources planning should serve as a
link between human resources management and the overall strategic plan of an
organization.
It is the translator of
the organizational objectives and plans into the number of staff needed to
achieve those objectives
HRP cannot exist in isolation;
it must be linked to the organization’s overall strategy as shown in the figure
3.
Since, the Surya Nepal
form the very beginning of its operating days, it used to go for outsourcing
the employ that it needs in its company. Thus, the major function of the HR
department has been simplified so that the human resource can give enough
emphasis to its employee beyond the task of recruitment such as induction,
personality job fit, training and development, working condition, fringes
benefits and retirement and also after the job benefits. Going for outsourcing
has both pros and cons for the organizations, in one hand it saves time and
energy by diversifying burden and on the other hand the chances of getting
competent employee cannot be assured. Thus, It has an enduring vital impact to the
company’s progress and achievements of the objective of the organization.
1.2.3.5 Rewarding
method and how does it affect the organization objective
Assessment
system of 5 point lekert scale is the benchmark for rewarding the employee in
Surya Nepal. According to this method best employee of the month is selected in
a fair manner and then rewarded bi-annually. Another important rewarding system
is also team/ group rewarding system by which after the successful
accomplishment of the assigned task, the performing team is recognized and
rewarded. In this manner both the individual employee and members of the team
are rewarded to promote the culture of fine team playing attitude and
synergetic way of doing things. This is how the rewarding system in SNPvt. Helps
in achieving the overall organizations objectives.
Task-2
2.1
Analyze the business factors that influences the human resource planning in an
organization and how it affect the human resource requirement in the given
situation
PESTEL
Analysis:
Political:
Since, the political transition of the country has been prolonged than the
anticipated period, so the potential growth of the employment industry is disrupt.
This interim situation has posed an opportunity for the availability of low
cost labor force in one hand and poses threats in smooth operation of business.
Thus, this creates a chaos for the proper human resource planning and
mobilization.
Economic: The
economic condition of the industry determines the human resources planning
strategy. In weak economy labor forces are cheaper and comparatively higher
retained but it’s tough to get competent ones because of brain drain in youth
work force.
Social:
Diversified social cultural configuration gives differentiated skilled work
force and enthuastic team pattern but poses threats in managing the diversity
and mention equity in all respect. So the organizations have both pros and cons
regarding this type of social set up.
Technology: Many
novice technologies are not quite familiar with the work force. So the company
has to incur excess training and development cost to make the employee
acquaintance with the latest technology. Semi skilled and skilled manpower is
hard to get because of the impact of foreign employment trend.
Environmental: Since,
the company is located in Terai region where the climate is tough both in
summer and winter. Floods and other disaster such as epidemics pose threats to
the operation of industry and human resources. And also the company has to sacrifice
extra budget for prevention measures.
Legal: One
of the product lines being tobacco, there arise frequent obligations regarding
the legal procedure, social pressure groups, raw material suppliers, trade
unions and hence form the government as well. This also impacts the smooth flow
of human resource in the organization.
SWOT
Analysis:
Internal
Environment
|
|
Strength
|
Weakness
|
1. High skilled and experienced
workers
|
1. Failure to manage
trade unions
|
2.
Latest technology and automation
|
2.
Poor in grievances handling/Status quo in delegation of authority
|
External
Environment
|
|
Opportunity
|
Threats
|
1. Low priced unemployed labor market
|
1. Prolonged
political transition state
|
2.
Increased no. of fresh MBA Graduates
|
2.
Growing strength of trade unions
|
2.2
Develop the human resource plan for the organization you have selected
Human
Recourse planning encompasses strategy, department operations, prioritization
of initiatives that link to business strategy, a marketing plan, and a budget
that supports these efforts. HR professionals must understand the assimilation
of these components to desired outcomes from the HR function and its overall
impact on organizational results. HRP
cannot exist in isolation; it must be linked to the organization’s overall
strategy. Since, the organization Surya Nepal being a Multi Business
Corporation in the field of Tobacco and Garment before the human resource
planning a strategic planning is vital. The strategic planning process in and
among the various departments and strategic business units (SBUs) is as shown
in the figure below:
|
|
Nevertheless, the in
Surya Nepal Pvt. Ltd the human resource planning is conducted form a general
idea demand and supply of labor in the market and organization in order to accomplish
the overall organizational objectives. A simple schematic showing either to go
for recruitment or de recruitment of employee is shown below:
2.3
Comprehensive Human Recourse Planning
1.
Recruitment
and selection: Acquisition is a function of getting people
in the organization meant to achieve the organizational objectives. Surya Nepal
entertains both the internal and external sources for recruitment and the
priority is often given for internal. The various internal and external methods
used by the company is as below:
Internal
Source
|
External
source
|
Job Positing
Employee Referrals
HRIS
Hiring Employees: second time around
Succession Planning
|
Advertising
Employment Agencies
Educational Institution
Unsolicited Applicants
Cyberspace Recruitment
Professional Org./ Employee Referrals
|
Hence, after the comprehensive analysis
of the human resource planning if it is required to go for the recruitment the
organization shall go for recruitment by e- posting of the career opportunity
and also looks a reliable outsourcing company as per the requirement and nature
of skilled required unless internal source is not applicable. The next
important step after the selecting of the employee is the socialization or the induction
process, Surya Nepal gives greater emphasis to induction so that novice
employee gets very much comfortable to working environment and peers of the
organization.
2. Reward Plans: In
order to achieve the organization objectives, peoples are to be valued.
Recognition of their hard work and commitment towards the job should be highly appreciated
in a fair way. The reward plan of Surya Nepal is based on meritocracy and
achievement of the target and as follows:
3.
Organization
development: Organizational development is more
related to the developing function i.e. preparing people. No organization finds
the appropriate and ideal employee to fit for the job, the question is that how
an organization can socialize the employee so as to make personality job fit.
These are some of the organizational development activities that Surya Nepal
performs:
} Employee
training
◦ Designed
to assist employees in acquiring better skill for their current job
} Employee
Development
◦ Designed
to ensure necessary talent internally for future human resource need
} Career
development
◦ Designed
to assist employees in advancing their work live- helping employee know their
career goals
4.
Motivation:
Motivation
is a function that activates the employee in smooth operation of their work.
Some of the motivation tools that the company follows are:
} Job
design, Work Scheduling
◦ Job
enrichment, job design, job rotation, flex timing
} Performance
management
◦ Performance
goal setting, appraisal, feedback
} Reward
systems and benefits
◦ benefits, incentives
5.
Retention/
Maintenance: Maintenance
Function- keeping them
} Employee
relations
◦ Rights,
assistance, participation, communication, protection, collective bargaining,
labor relations
◦ Employees
Welfare
6.
Diversity
and equal opportunities: In Surya Nepal Pvt. Ltd, diversity
of workforce is highly valued. Because in heterogeneity the level of
co-operation and peer relationship is found to be more strong and tightly
bonded than in homogeneity of workforce. Higher level of motivation can be
imparted in cultural differences where small things count a lot. However, from
the time of recruitment to retirement, equity and fair play is mentioned within
every levels of employee. Demography, social class/ status, gender equity, marginalized
groups, are given equal opportunity in every aspect of treatment. No individual
employee has to feel discriminated in any kind or the other within or outside
the organization. But, the bottom line to everyone is to remain within the
organizational culture, ethics and just.
7.
Performance
management: Performance is
what is expected to be delivered by an individual or a set of individuals
within a time frame. It is directly related to the accomplishment of the
assignment within the given condition.
More
precisely, Performance management is a
strategic and integrated approach to delivering sustained success to
organizations by improving performance of the people who work in them and by
developing the capabilities of teams and individual contributors. In
Surya Nepal performance is managed and evaluated according to the below table:
8.
Policy
framework: The various policies that come into play
Surya Nepal are:
Recruitment
Policy, Training and Development policy, Compensation policy, Rewarding policy,
Termination policy, Abuse Harassment and Violence policy, Unionization policy
are the frameworks of policies that have been designed in accordance with Human
Resource Planning of Surya Nepal Pvt. Ltd.
Task-3
3.1
Explain the purpose of human resource management policy in the organizations
Recruitment
policy: The major purpose of recruitment policy is to
acquire efficient and competent employee in the organization without any
dilemmas and ambiguity. This acts as a standard framework for the fulfilling up
of the gap of unavailability’s of the employee or access of the employee in the
organization. Thus, the recruitment policy gives a clear picture and acts as a
blueprint for how to recruit and for whom to recruit. It states a basic
criterion of the minimum requirements for a candidate to enter the organization
as an employee.
Rewarding
policy: Identifying the better performer within the good
performers is the main essence of rewarding policy. Reward serves as a
motivator for the better performer and encouragement tool for the
underperformer. Hence, the purpose of rewarding policy is to count ones
contribution and hard work to providing right credit for the accomplishers in a
fair manner.
Retention
policy: Employee do not come to organization to fulfill
organizational goals rather they come to fulfill their personnel goals, unless
the personal goals are not fulfilled employee retention is very low so in order
to minimize the employee turnover rate organization should focus to the
personal goal fulfillment of his employee. Only then the employee will contribute
to the organizational goal fulfillment and shows a sense of belongingness and
organizational citizenship. If so, what drives employee retention? The answers
are many they are: Career growth and learning opportunities, Fair pay, Company pride/organizational
commitment, Employee empowerment, High involvement HR systems—let employees use
skills as they see fit or provide financial incentives
Training and
development policy: Training is an important part of human
resource. Training refers to the methods used to give new or present employees
the skills they need to perform their jobs. It is a learning process that
involves the acquisition of knowledge, sharpening of skills, concepts, rules or
changing of attitudes and behaviors to enhance the performance of employees.
Hence it is a process of teaching new employees the basic skills they need to
perform their job
Training
is about knowing where we stand ( no matter how good or bad the current
situation looks) at present, and where we will be after some point of time.
Having high talented and potential employees doesn’t guarantee they will
succeed instead they have to know what to do and how to do it. Training can of
different types such as orientation training, refresher training, job training,
promotional training, remedial training, safety training, etc This is one of the most important HR Policy’s
that organization have to implement form the very beginning of the new employee
entrants. Training of an employee begins form the induction/socialization
process as shown:
Since,
the training process gets continue with the tenure of the employee in the
organization it is because training revives the employee and make them aware
about current updates and scenario. As the needs for training is felt in the
organization, proper training either on the job or off the job is scheduled.
The general training process in Surya Nepal Pvt. Ltd is as below:
Termination policy: Exit
interview to avoid humiliation and Clear reason by panel of judges. Trade union
exists in every organization and collective bargaining and negotiations. Golden
handshake in case of rightsizing, pension plan, gratuity, and so on as per the
circumstances of termination of the employee is provided in order to preserve
organizational citizenship, belongingness and positive word of mouth for the
long term.
Some other areas of policy are:
ü Family
and illness leave
Staff development
ü Harassment AIDS/HIV
Harassment
ü Attendance
Leave
of absence without pay
ü Workplace
violence Bilingual
customer service
ü Compute
use policy Personal
relationship
ü Drugs
and Alcohol Supplementary
salary leave plan
These
are the other forms of policies that have been frame worked by the Human
Resource Planning in order to make employee more secure in the organization and
to preserve their human rights in one or the other ways. These policies
grantees ones dignity and frees from any kind of discrimination, harassment and
violence in the organization.
3.2
Analyze the impact of regulatory requirements on human resource policies in an
organization
Employment
Right Act 2008: Minimum
age for employment, Hours of work, Remuneration, Other condition of employment,
Termination of agreement, Workfare programme, Compensation, Violence at work,
Job contractors, Record and administration, Labor advisory council. (Amazon.com) This act gives a
clear framework for the decision making and mentioning the law and order in the
organization when the problem arises.
Equal Opportunity Act: The
objectives of the Equal Opportunity Act 2010 are to encourage the
identification and elimination of discrimination, against a person on the
personal characteristics, sexual harassment and victimization and their causes,
and to promote and facilitate the progressive realization of equality. It also provides
a timely and effective dispute resolution service and has been given tools to
encourage and facilitate best practice and compliance. (google search
engine, 2012)
Equal Pay Act: The
Equal Pay Act of 1963 prohibits sex-based wage discrimination between men and
women in the same establishment who perform jobs that require substantially
equal skill, effort and responsibility under similar working conditions. (U.S. Equal
Employment, 2010)
Thus, this establishes a benchmarking for the equality of payment in the
organization regarding the gender issues.
Task-4
Implementation
4.1
Pay Scales/ Motivational Technique:
A
fair pay scale to the employee is itself a good technique of motivation. Unless,
otherwise monitory benefits is not the key factor for motivation. In order to
motivate an employee various other factors are being taken into consideration
such as working environment, organizational culture, peer relationship, career
growth, fair pay, meritocracy, ergonomics, job security, bonus and other fringe
benefits.
4.2 Job Description /Job Specification:
Job
Description: It is written
statement of what the jobholder does, how it is done and what the job’s working
conditions are. The contains of Job Description are:
◦
Job identification
◦ Job
summary
◦ Responsibilities
and duties
◦ Relationship
◦ Standard
of performance
◦ Working
conditions
◦ Job
specification
Job
Specification: It is a statement that describes the
minimum acceptable qualifications that the job holder must possess to perform
the job successfully. The Contains of Job Specifications are:
◦ Knowledge
◦ Skills
◦ Education
(Degrees, training, certifications)
◦ Experience
( no of years worked)
◦ Abilities
However,
in Surya Nepal Pvt. Ltd, there is no provision of job description and job specification
practically implemented because multi talent people are needed to be haired in
organization and each of the jobs are interrelated and interdependent so, knowledge
in specified area only doesn’t make sense to organizational development.
Organization has become flat structure rather than tall structure and imagination
of boundary less organization culture is developed in Surya Nepal. The emerging
concept of D- jobbing (should be ready to do any jobs at any point of time) is
into practice in Surya Nepal. And “Failure is not an option”
4.2
Job Analysis:
Job
consists of a group of tasks that must be performed for an organization to
achieve its goals. Job analysis is a systematic exploration of the activities
within a job duties, responsibilities and accountabilities of a job. Knowledge
and skills are needed to perform the Job; not the person. Job description and
job specification are the outcomes of JA. Job analysis provides. Information
about: Work activities (Actual work activities), Human behavior, Machines tools
used, Performance standard, Job context (condition of work), Human requirements,
etc. The apparent job analysis process in Surya Nepal is as below:
When
the process of job analysis is completed job analysis is then conducted in the
following steps:
4.3 Methods of Job Analysis:
Several
methods exist that may be used individually or in combination. These include:
1. Questionnaire
method
2. Observation
Method
3. Individual
Interview Method
4. Group
Interview Method
5. Dairy
Method
6. Technical
Conference Method
Works
Cited
al, B. e. (2007).
Amazon.com. (n.d.).
Armastrong,
M. (2011). Strategic Human Resource Management. New Delhi, India: Vinod
Vasishtha for kogan page india private limited.
Dessler,
G. (2009). Principle of Humana Resource Management (Vol. 4th editon).
Calarfonia: Pearsons publishing House.
google search engine. (2012, 2 21).
Retrieved 7 1, 2012, from Equal Opportunity Act 2010: www.veohrc.vic.gov.au
Kachru,
U. (2011, 04 12). Strategic Management. (R. Pokhrel, Performer) DECC
Cofnerance Hall, Kathmandu, Kathmandu, Nepal.
Ltd,
S. N. (2011, 05 15). Introduction to Surya Nepal. Retrieved 12 14,
2011, from Surya Nepal web site: www.suryanepal.org
U.S. Equal Employment. (2010, 1 5).
Retrieved 08 13, 2011, from http://www.eeoc.gov
1 comment:
raju dai, i need that assignment too
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