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The effectiveness of even highly skilled employees will be limited if they are not motivated to perform, however, and

HRM practices can affect employee motivation by encouraging them to work both harder and smarter. Examples of firm efforts to direct and motivate employees behavior include the use of performance appraisals that asses individual or work group performance, linking these appraisals tightly with incentive compensation systems, the use of internal promotion systems that focus on employee merit, and other forms of incentives intended to align the interests of employees with those of shareholders.

Mark A. Huselid (1995) the impact of human resource management practices on turnover, productivity and corporate financial performance, academy of management journal, vol. 38, no. 3, 635-872

for Analysis of Grievnce:

In today's business world, there are no short cuts to handling people without having acquired the necessary skills on people management. It must be made known that grievance handling is very much inter-related with the prevention of unnecessary labour cases. Proper handling of grievances will lead to positive work environment as well as minimize problems such as employee turnover, labour unrest, dissatisfaction among employees, trade disputes, low productivity, low commitment, etc. Hence, this two-day workshop aims to equip all personnel who have people under their care with the essential skills of grievance handling.

Principle #1: Human Resource Strategy Must Be Anchored To the Business Strategy: The HR organization must understand the strategy and economic realities of the business it supports. It must be regarded as an essential contributor to the business mission. HR people must speak the language of business and their activities must reflect the priorities of the business. Nothing contributes more to the credibility of the Human Resource Department than for it to be focused on matters of genuine concern to the business. If it is not, it gives the opportunity for its opinion to be disregarded and its contribution to be minimized or even eliminated. Principle #2: Human Resource Management is Not about Programs; it is about Relationships The primary HR role is to create an environment in which employees are committed to the success of the enterprise that employs them. Its about developing forms of attachment with people that make them a want to work there and contribute willingly. It involves using teamwork and establishing peer review systems that provide employees with a meaningful voice in decisions that affect them. It involves engaging employees in the change process and giving them a voice in shaping their future since experience shows that people support that they can create. Creating effective relationships includes providing employees with opportunities to acquire new skills, which increase their capacity to contribute.

Principle #3: The Human Resource Department Must be Known as an Organization that Anticipates Change and Understands what is Necessary to Implement it The HR function must understand the process of change. It must work closely with line managers who are leading change and assist those who must implement change but seem reluctant to do so. HR can help managers appreciate that people do not resist change much as they resist both being changed and the topdown approach often being used to introduce change. HR should help managers understand that involving employees in the change process energizes them, draws on their know-how, and helps produce a sound result. HR people should be viewed as thoughtful and enthusiastic advocates of the changes and new ideas that contribute to the success of the business. Principle #4: Human Resources People Should be an Outspoken Advocate of Employee Interests, yet they must Understand that Business Decisions have to Balance a range of Factors that often Conflict with one another HR must provide a thoughtful, objective and realistic assessment of the human resource aspects of pending decisions to help ensure that the best conclusion is reached. Since sound business decisions balance a series of factors that typically conflict with one another, the HR role is not to win arguments but to ensure that human resource issues are given the attention they deserve. The impact of decisions on employees almost certainly is overlooked unless HR puts a spotlight on it. A failure to provide this perspective does a serious disservice to decision makers as well as to the people who will be affected by the decision. Principle #5: The Effectiveness of HR depends on its staying focused on Issues rather than on Personalities: Much resentment and hard feeling can be avoided by keeping issues rather than individuals the topic of discussion. Regardless of how one may feel, it is less argumentative to keep the discussion objective and at a matured level, rather than finger pointing or buck-passing. Similarly, it is valuable to learn to disagree without being disagreeable. A recommendation made by a colleague that has negative human resource consequences can simply be opposed or it can be acknowledged and countered with other recommendations that accomplish the same objective but dont have the negat ive aftermath. It is particularly important to stay open-minded because invariably there is more than one good solution to a business issue. Principle #6: Human Resource Executives must accept that Constant Learning and Skill enhancement are essential to their being Contributor to the Business The speed of change makes the half-life of much business knowledge so short that constant learning and skill enhancement are necessary. The competencies required to effective human resource executives include not only functional expertise (compensation, management development, etc.) but also business knowledge, financial understanding, consulting skills, and interpersonal skills. People in HR positions must continuously expand their know-how and avoid the mistake of carrying old skills, notions and styles nostalgically forward. HR must lead the discovery of new ways for mobilizing the talents and energies of employees so they are able to contribute more. HR must promote the idea that for people to be effective as employees, they have to be managed effectively as people. These principles go a long way in explaining that HR professionals along with knowing their theory inside out have to also gain a deeper and more wholesome understanding of their internal end external environment. The tools and techniques are developed after a lot of thought and consideration. The opportunity exists for the Human Resource function to demonstrate beyond a doubt that it is equipped to take a lead in integrating this reality into how organization behaves. Thus, goes kaput another myth that HR is full of fads.

An organizations economic growth depends on its productivity. If an organizations productivity increases gradually, the company will run smoothly and achieve the highest potential level of productivity. Productivity refers to a ratio of output to input. Output may contain sales, earning and market share. Now organizations have realized that productivity is basically affected by employees knowledge, skills, attitude, motivation and behaviors. So the success of an organization depends heavily on human resource and effective Human Resource Management practices. Hence organizations productivity has direct relation with HRM and is responsible for over all productivity. This report studies the policies and practices of HRM that primarily affects the companys productivity. Brain Telecommunication Limited is a IT based Company where I had worked for my OBL (Organizational Based Learning). During OBL I observed that Human Resource Development Department is incompetent in its practices.

Problem Statement:
During my OBL I observed that Brains Human Resource Development Department is not working efficiently and practicing administrative type of functions. During my task to update personnel records in HRD department I found some major incompetencies. After I moved to other departments it becomes an evident that most of employees are not satisfied with HR policies. Finally I came up with this topic. How Brains over all productivity is affected by ineffective Human Resource Development Department
In this report we focused on major determinants that highly influenced the organization productivity.

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Personnel management and Human resource management Human Resource Polices HR manual Recruitment or hiring Training and Development Workplace conflicts

Person-organization fit requires that two types of fit be achieved in the hiring process: (1) between the KSAs of the individual and the task demands or critical requirements for the job; and (2) between the overall personality of the individual (e.g. needs, interests, and values) and the climate or culture of the organization. The traditional selection model focuses almost exclusively on the first type of fit (KSAs job) while tending to ignore, or assessing far less rigorously, the second type (personality climate/culture).' The narrow focus of the traditional selection model reflects several factors. One is that managers tend to think of individual job performance as the key outcome of the hiring process and they believe that job performance is a function of the fit between KSAs and task demands. Additionally, the traditional selection model is more concerned with finding new employees than with retaining them. There is less attention to whether the whole person finds the organization's culture satisfying enough to stay. Organizations have also been constrained by the unavailability of proven selection technologies for producing the fit between personality and climate/culture. This situation can be improved, we believe, by following the steps for hiring that are described next. Step One: Assess The Work Environment The job analysis of the traditional model of selection is also conducted in the new model. It remains instrumental in achieving the fit between individual KSAs and

task demands. Alternative job analysis techniques include the position analysis questionnaire, task inventories, and critical incident techniques.'^ The purpose of an organizational analysis is to define and assess the work environment in terms of the characteristics of the organization, rather than just in terms of the characteristics of a specific job. It identifies the behaviors and responsibilities that lead to organizational effectiveness, and implies the personal characteristics most likely to be associated with such behaviors and responsibilities. Organizational analysis also is important because job analysis data may quickly become outdated as rapidly changing products and technologies reshape employees' jobs. The organization's overall philosophy and values are likely to be more stable and consequently, the more important long-term focus for fit. Techniques for organizational analysis are not well-established, largely because there is little research that systematically associates the characteristics of organizations and individual behavior patterns. Managers need to identify the important dimensions of

the organization and their implications for the kinds of employees who would best fit those situations. Although organizational analysis techniques are not nearly as well-developed as job analysis techniques, a variety of methods are available. For example, the training field offers guidelines for conducting an organizational analysis as one component of a training needs analysis. Organization characteristics assessed include short- and long-term goals, staffing needs, properties of the environment (for example, stability), and employee perceptions of organization climate. Organizational culture audits have emerged in the last decade that offer both qualitative and quantitative methods for describing an organization's norms and values. ^^ Ouite promising is a sophisticated Q-sort methodology that assesses the content, integrity, and crystallization of organizational values and matches them with an assessment of individual values. Finally, there is a long-standing approach to diagnosing the characteristics of an organization's four subsystems (individuals, tasks, organizational arrangements, informal organization) that can yield organizational analysis data. Organization analysis does not replace job analysis. Rather it ensures that important components of the work confex* as well as its content are identified and evaluated for their importance to job success. While many job analyses include 38 Bowen, Ledford, and Nathan First, the use of multiple screening methods, raters, and criteria has long been recommended by researchers as the best approach to hiring. Yet most organizations still hire employees using a single interview with a single interviewer. evaluations of the work context, the person-organization fit model explicitly recognizes that successful employees have knowledge, skills, abilities, and other personal characteristics that match both the content and the context of the job. Step Two: Infer the Type of Person Required