International Business School

University Technology Malaysia

Submitted to: Dr. Mohammad Madi Bin Abdullah Submitted by: Wisam Ali Jawad Matric No: MR081187 Date: 10.10.10

[HUMAN RESOUCES MANAGEMENT AL NAJAF NATIONAL CAPITAL PARK]

The annual report shows strategic human resource management in the company and effected with human resource practices like recruitment and selection, performance management, training and development in the company are all harnessed to actualize the strategic objective of the company.

Strategic Human Resource Management

Introduction
Strategic human resource management is the proactive management of people. It requires thinking ahead, and planning ways for a company to better meet the needs of its employees, and for the employees to better meet the needs of the company. This can affect the way things are done at a business site, improving everything from hiring practices and employee training programs to assessment techniques and discipline-NCPPC is a human Company providing a response to individual human needs throughout the world with specific concern for the wellbeing of both its consumers and its employees. The annual report shows strategic human resource management in the company and effected with human resource practices like recruitment and selection, performance management, training and development in the company are all harnessed to actualize the strategic objective of the company.

Company background
The Al Najaf-National Capital Park and Planning Commission is a bi-county agency empowered by the city of Al Najaf, Iraq in 1927 to obtain, build up, preserve and control a regional system of parks within the Al Najaf city of Iraq. In accumulation, the Commission gained job for the public recreation program in adjacent cities in 1970. The Commission consists of twenty members, ten were appointed by Al Najaf city administration and others by adjacent cities. The Commission acquires a park system of more than 52,000 acres. It is composed of stream valley parks, large regional parks and park-school recreation areas. Its staff of career employees includes planners, park and recreation administrators, park police

Strategic Human Resource Management

and administration staff. In addition, seasonal workers staff numerous park and recreation programs.

Vision
The group is created in 1927, the Al Najaf-National Capital Park and Planning Commission has the vision of orderly development and protection of the natural resources in the historical city of Iraq.

Mission
Throughout 50 years of service, The Al Najaf-National Capital Park and Planning Commission has endeavored to improve the quality of life for all of the citizens of the city area it serves and of the communities in which these citizens live, work and raise their families. This mission is embodied in three major program areas.

Structuring the physical planned community. Protect the old historic resources and cultural monuments of civilization. Provide recreational experiences to the local people of the city.

The objective of business to what HRM can contribute.

Al Najaf National Capital Park designed an objective that focuses on the practices of all departments, specially the human resource department of company. Human resource department

Strategic Human Resource Management

practices comprise of the activities like recruitment, selection, training, performance monitoring and development of human resource of the company. The policies are outlines in the conservation management vision and it explains how the plans are going to be implemented and how the required results will be achieved, within next five to 10 years of time. They are to protect and conserve the historic landscape character of the park and to protect the historic setting and conserve the archaeological and architectural heritage of park. Future strategic objectives of the company are focused on natural habitats of the area along with plants and animal species. Not ignoring the natural environment while improving biodiversity of the part area and to maintain the peace and tranquility. Moreover, the objectives of the company also focus on securing the natural resources to implement the plans of action. It seeks opportunities to promote the culture through education and research resource. At Al Najaf National Capital Park, all the objectives of the company are calibrated with the human resource objectives. Recruitment and selection processes are considered as the most important practices of HRM for any company, which bears its best results by the recruitment of valuable employees who are regarded as assets of the company.

The HRM objective

The objective of Al Najaf-National Capital Park and Planning Commission is reviewed to focus on its core services, looking for new business opportunities and seeking for source of funding by constantly developing the quality of parks and other services deliveries and also by providing valued programs for customers.

Strategic Human Resource Management

The Al Najaf-National Capital Park and Planning Commission also focus on managing the maintenance and also employee accountability and incorporate contemporary technologies to improve the quality of service. The company also prioritizes the programs that improve the capital of company. It also integrates a system for the measurement of performance of employees within the organization. In line with the corporate vision and mission statements, the strategic objective of the Human Resources and Management department is to provide the human resource systems, which performs with integrity, responsiveness and with full responsibilities while providing the customer caring services. The Human Resources department of the Al Najaf-National Capital Park and Planning Commission provides complete services designed to draw and retain a highly motivated and competent work force.

HRM Strategies in Al Najaf National Park The compensation strategy

Compensation strategy is the set of practices that are usually designed by the organization to provide various benefits to the employees or staff within organization. These set of practices are often guided by principles that further assist in compensation management. A compensation strategy is also sometime describes as articulation of the objectives and priorities for the compensation program. It represents the consensus that how much money should be spent on compensation of employee. These compensations strategy are also used to guide the design specific compensation decisions within the organization. Low turnover of staff describes its attractiveness, and attractiveness of staff is critical factor to measure the overall success of organization.

Strategic Human Resource Management

The strategic objectives of the human resource department is integrated in its compensation strategy which is placed as total compensation equal to the median total compensation paid by comparison organizations and group benefits and vacation allotments are offered at levels slightly above the median in the existing market. It is not in the organization intention to have an incentive plan at all times, therefore nominal incentive allocations have been rolled up into base pay for each position. It is however Al Najaf National Capital Parks intent to offer salaries that stays competitive within the market. If there is any recommendation for the changes in compensation strategies in Al Najaf National Capital Park, it is first presented to Board of directors and then after they review the policy, they either approve or reject it. Once approval is granted to any change in policy, the recommendations are then passed to PSEC. After PSEC completes the review of change in policy, staff of Al Najaf National Capital Park is advised to benchmark the results as its pertains to each of their positions and the changes that will be made to the compensation package.

The Reward strategy

Al Najaf national capital park has a reward strategy which is needed to meet the differing roles within the organization while ensuring external competitiveness and internal relativity. Total compensation package of the company is designed to reward the employees of all levels based on the performance. These packages are mixed of cash and non cash elements, namely;

Salary Benefits Bonus/commission

Strategic Human Resource Management

Share in company

The basic salary principles are based on skills, behavious and performance of the staff, keep in view the external market competitiveness and internal relativities. Strong career mapping structures and efficient performance management system of Al Najaf National Capital Park support these principles. Key platform for the provision of these benefits are by recognition of individual and/or team performance in achieving agreed objectives and targets. The bonus arrangement within the Al Najaf National Capital Park is focused to achieve the corporate goals through all employee performance bonus schemes. Furthermore, more, commission is used to reward those employees directly involved in sales. Finally, Share options (through a variety of schemes) are recognized in Al Najaf National Capital Park as an essential element of reward to ensure employees share in the success of Al Najaf National Capital Park.

Recruitment Strategy
The company commits to promoting best employment equality practice in its efforts to eliminate discrimination and create working environments where all are treated fairly and with respect. Following this, the company therefore believes that a workforce that reflects the diversity of local communities can best serve, all people should have an equal chance to apply for and be considered for jobs; harassment, bullying and discrimination are not acceptable; and, Peoples differences should be valued and made the most of. However as an employer, Al Najaf National Capital Park aims to achieve equality of opportunity in employment by undertaking to comply fully with and implement legal requirements
7

Strategic Human Resource Management

and employment guidance, ensure all employees are aware of the company employment equality policy statement through training and guidance; create working environments that promote fair and equal opportunities; develop, implement and publish plans for employment equality; monitor the existing workforce and job applicants to see if the policy is working and take action to deal with under-representation; regularly monitor and review all employment procedures and make changes to them where they are found to be discriminatory; take seriously any concerns that an existing employee or job applicant raises about discrimination, harassment or bullying.

Recruitment strategies and processes

Recruitment in Al Najaf National Capital Park may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members. The company chose internal recruitment as a method of filling vacancies and job openings are advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in its newsletters and through office memoranda. Referrals are also used in the company in form of word-of-mouth advertisements and has therefore been had been identified as its low-cost-per-hire way of recruiting in the company. The company practices an internal recruitment of candidates which it realizes that it does not always produce the number or quality of personnel needed and as such has enabled the company to recruit externally through encouraging walk-in applicants; advertising vacancies in newspapers, magazines and journals, and the visual and/or audio media; using employment agencies to head hunt; advertising on-line via the Internet. Al Najaf National Capital Parks recruitment involves the several processes of development of a policy on recruitment and retention and the systems that give life to the policy.
8

Strategic Human Resource Management

At Al Najaf National Capital Park the recruitment process needs assessment to determine the current and future human resource requirements of the just in case the activity is to be effective, the human resource requirements for each job category and functional division/unit of the company is assessed and a priority assigned. The company also established an identification, within and outside the company of the potential human resource pool and the likely competition for the knowledge and skills resident within it. The recruitment process in Al Najaf National Capital Park incorporates job analysis and job evaluation to identify the individual aspects of each job and therefore calculate its relative worth and then followed by an assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience. Al Najaf National Capital Park identifies and documents the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.

Performance Management strategy

Performance management is defined as taking action in response to actual performances to make outcomes for users and the public better than they would otherwise be (IDeA, 2004). Performance management is one element of Al Najaf National Capital Parks overall arrangements, which help to plan, monitor and manage delivery of all offered services. The company focuses on improving its functional unit and individual performance by linking each objective. Performance management in the company has really helped the company in incorporating the job design, recruitment and selection, training and development which will be discussed later below. Getting performance right is important to for the company for a number of reasons which are listed below.
9

Strategic Human Resource Management

1-Improving services
Al Najaf National Capital Park is committed to improving services for all customers and as such every year, there is a review of plans and priorities to make sure the company is focused on achieving the right goals, in line with customers needs and expectations. Performance management helps tracking the progress in delivering these priorities, enabling a shift of resources or change in the service delivery way.

2-Motivating people
Al Najaf National Capital Parks considers performance management as not simply about setting targets to get things done. It establishes that effective performance management allows staff to understand what is expected from them and how they fit into the overall framework for managing service delivery. Furthermore, Al Najaf National Capital Park has a performance strategy vision to create an outcome driven environment where all staff understand their contribution to delivering key priorities and feel supported and motivated to manage their own performance effectively. This vision however does not contradict with the company vision and therefore based on five key principles which guide the approach to delivering improvement in the company. They are:

3-Outcome driven
10

Strategic Human Resource Management

Any process consists of three elements inputs, outputs and outcomes. It is essential to measure all three, however it is the outcome that is all important for end-users. Too often performance management focuses on inputs and outputs rather than outcomes. Al Najaf National Capital Parks framework is based on a balanced set of measures at all levels in the company.

4-Evidence based
For performance management to be effective, decision makers must have confidence in the information they use to make decisions. This means information produced is based on good data quality. All the operations, processes and procedures around performance are designed to support good data quality in the company.

5- Transparent
Performance information must be objective and readily accessible to users. Performance Eye plays a key role making data accessible to members, partners and employees and enabling challenge through traffic lighted assessment of trends and performance against target in the company.

6-Focused
Performance management should be based on sound prioritization in line with risk. Al Najaf National Capital Park, there is a developed process to identify a more focused set of priorities through which focus can be maintained via a smaller number of key actions and targets. All

11

Strategic Human Resource Management

performance measures are continually subject to review to ensure relevancy to reduce monitoring for monitoring sake.

7- Owned
At Al Najaf National Capital Park everyone must accept a role in managing performance and take action to ensure improvement. In a nut shell, it can be established that Al Najaf National Capital Park institutes a strategic link between its objectives, performance and individual objectives through incorporation with its mission with strategic objectives, function objectives, unit objectives and individual objectives.

Training and development Strategy

Embracing Al Najaf National Capital Park mission of creating an outstanding company, the training department is committed to the success of all employees by providing services to support, promote, and enhance career development in the company. A core value of the company is to have skilled and knowledgeable employees that provide quality service to all customers. This therefore requires keeping staff up-to-date on essential workplace issues and by promoting learning and development. The human resource department is there poised to maintain a competent workforce in order to meet the demands of a changing environment. Al Najaf National Capital Park s goal is to develop and improve individual, team, program, and organizational effectiveness over the long-term. This is achieved by cultivating leadership development, building relationships, navigating the system, and improving technical expertise.

Vision Statement
12

Strategic Human Resource Management

Al Najaf National Capital Park training department provides quality training programs and development opportunities for all its employees world-wide.

Mission Statement
The mission of the Al Najaf National Capital Park training department is to continuously improve the knowledge, skills, and abilities of all employees so that they are able to think critically and communicate effectively, adjust to a changing environment, and enhance the quality of their work. This is accomplished by implementing a cohesive training and development plan by using innovative learning concepts and technology. However in Al Najaf National Capital Park, the training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. It also assists to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in the company and also helps the employees in attaining personal growth. Here are the types of training and development programs that are adopted in Al Najaf National Capital Park. They are as follow:

Technical training
Al Najaf National Capital Park uses classrooms to facilitate this training. However, most technical training sessions are practical training. On-the-job training in the company is considered part of the technical training with the benefits of providing technical training in improvement on work performance. Specifically, Al Najaf National Capital Park provides in-house technical training for
13

Strategic Human Resource Management

all employees. The second type of training and development program is the professional training. Al Najaf National Capital Park needs professionals in various departments. However, the company generally does not have the expertise to provide professional training and as such their employees are sent for courses to obtain professional qualifications. Another type of training and development program that is offered by the company is managerial training. Specifically, the company encourages their managers to attend expensive seminars as part of managerial training. The purpose of this managerial training is to learn from the best practices in the industry. Al Najaf National Capital Park wants their managers to widen their networks, and steal ideas from the associates. Furthermore, Al Najaf National Capital Park offers functional training program for its employees spread across its various departments which takes place as part of onthe-job training. Functional training in Al Najaf National Capital Park includes diplomas or degrees in the respective field of expertise. For example, a diploma program in park management is a part time academic program.

Conclusion
There are many facets a modern day business must possess before it can be deemed as successful. One important ingredient of the pie is a strong human resource department. It can be established that the human resource department of Al Najaf National Capital Park has a very good human resource department where all the practices are being unleashed to contribute to the overall companys objectives. The good recruitment and selection process practiced in the company has enabled the company to be at the fore front of the business. When people are recognized as assets in any organization, the organization becomes solid-rock since they will be well taken care of. A gopd example of this is found in Al Najaf National Capital Park.
14

Strategic Human Resource Management

Furthermore, the reward and compensation strategy adopted in the company provides a driving force for the people to be motivated to work. In Al Najaf National Capital Park, the workforce is very productive since they are rewarded through performance not based on seniority. This creates a drive for employee to work more without any iota of idleness at work. The training and development program are structured in a way to develop the best in the employees. It is well categorized based on the hierarchal levels and as such develops many of their potentials and skills regarding work or particular task that is expected of them to do. In a nut shell, all the human resource practices that have been discussed in this piece of work regarding Al Najaf National Capital Park have been well adopted and structured in the company. This however has enabled the human resources department to contribute its own quota towards the profit-making in the company.

References SLOANE, J., (1983), Human Resource Management. Third Edition. United Kingdom. Prentice Hall. IVANCEVICH, D., AND MATTESON, G., (1990), People and Organizational Culture. Second Edition. United Kingdom. Blackwell. STONER N.M., AND FREEMAN, H., (1992), Developments in the Management of Human Resources. Second Edition. United Kingdom. Blackwell. http://www.mncppc.org, assessed 14th January 2010

15

Strategic Human Resource Management

http://www.pgparks.com/page754.aspx, assessed 14th January 2010

16