Literature Review on Human Resource Management Practice

Improvement of productivity through an efficient Human Resource Management Practices

Human Resource Management Practices on Productivity. Human Resource Management is an

essential component for an organization regarding productivity
As well as the financial growth of an organization.
A systems approach based empirical analysis. The study adopted secondary data which were
collected through the review of unpublished article.
The study supports the view that HRM has a positive impact on productivity, through employee
skills, attitudes, and behavior. Additionally, the study finds that a 10 per cent increase in the
extent of the systematic use of HR practices will lead to a 3.27 per cent increase in the total
production, and that employee compensation and incentives play the most important role in
improving production efficiency.
The key output of the paper is the development of a sophisticated model that links an HRM
system to a production system, through intermediate HRM outcomes.

Job Analysis:

Impacts of Job Analysis on Organizational Performance. A regular or proactive job analysis

practices help to identify factors that shape the employees` motivation and job satisfaction. The
cardinal objective of the study was to examine the relationship between organizational
performance and employee job analysis in context to Bharat Sanchar Nigam Limited, Vadodara
Telecom District, Gujarat.
The survey questionnaire was administered to employees of Bharat Sanchar Nigam Limited,
Vadodara Telecom District through email and in person by (417 out of 1361) by employing
sample size determinants like: confidence level, confidence interval and population. The
questionnaire consists of factors like, organizational performance, job design, job description,
organizational policies and practices, job specification and job evaluation. All the 417
respondents are considered as valid respondents for further investigation. The study is
quantitative research approach and the collected data are analyzed by scale reliability for
questionnaire scaling validity, descriptive statistics, measurement of items, correlation,
regression analysis and other applicable tests with a view to know that at what level job analysis
is related with organizational performance. IBMSPSS.20 is employed as a statistical tool for data
analysis.
The collected data reveals that organizational performance and job analysis are positively related
with each other.
This study shows that employee job analysis can be a powerful tool to enhance organizational
performance. Further research can be held with more samples by extending the area of research.
Recruitment and Selection:
Employment preferences of job applicants. The purpose of this paper is to highlight the
understanding of employer branding through the eyes of potential young employees in Delhi and
North Central Region, India. The results presented in this paper throw light on the perceived
importance of employer branding among the prospective employees via analysis of various
branding factors chosen for the study. The study results report that the perceived significance of
employer branding factors differs mainly across gender and age of prospective employees.
Notably, public and private sectors are being perceived significantly different by the potential job
applicants on employer branding factors. Thus, this paper presents important findings enabling
employers to build brand value and an attractive reputation in the job market to attract and retain
the best talent.
The survey methodology was used to test the hypothesis. The sample was selected from Delhi
and National Capital Region (NCR) primarily from the students at business schools who were
randomly selected to fill in the questionnaire. As they are the potential hires, it seemed
appropriate to know their preference of employer branding factors. They are ready to join the
corporations therefore, data extracted would be much more suitable as they can throw light on
their immediate preferences and provide insight into the research study. For collection of data an
online structured questionnaire was administered. A total of 270 questionnaires were
administered and 239 filled questionnaires were received.
From the results private sector emerged as preferred sector of choice for many potential
employees. However, there are some factors which are handled well in private sector as
compared to public sector and vice versa. There are some factors like – stability of the company,
work-life balance and job security which potential employees perceive as important and
therefore, need to be addressed by both public and private sector organizations.
Limitation of this study is that the findings cannot be generalized therefore, provide opportunities
for further research. Moreover, the sample included only students as prospective employees
seeking a new job or a career change. Thus, the results obtained on a sample of relatively
inexperienced job seekers, might partially reflect commonly held stereotypes of attractive
organizations. Hence, it is interesting to use other samples such as experienced job seekers or
those who are currently employed. Another limitation is that the study is restricted to Delhi and
NCR region hence, the data is not representative of a wider population. Further research may
expand the scope in terms of sample size as well. Future research may also explore the extent of
employee attraction and retention vis-à-vis employer branding factors in organizations. A final
avenue for future studies consists in exploring the processes which underlie the organizational
choice decisions of prospective applicants.

Training and Development:

According to SKC Consulting private ltd., Training usually involves educational or inspirational
activities designed to improve knowledge, skill, and performance at the individual level.
Training basically refers to a planned effort by a company to facilitate employees‟ learning of
job-related competencies. Development is a process by which the employees develop their skills,
behaviors, attitudes, actions, and other abilities with continuous trainings or learning, that are
needed to perform in an organization effectively and smoothly.
A successful development process delivers appropriate change in individual behavior, attitudes,
and activity directly related to organizational goals and measurable results.
According to, Raymond A. Noe, the goal of training is for employees to master the knowledge,
skill, and behaviors emphasized in training programs and to apply them to their day-to-day
activities. Recently it has been acknowledged that to gain competitive advantage, training must
involve more than just basic skill development.
Many companies have adopted this broader perspective, which is known as high leverage
training. High Leverage training is linked to strategic business goals and objectives, uses an
instructional design process to ensure that training is effective and compares or benchmarks the
company’s training programs against training programs in other companies.
The ultimate objective of employee training and development is to create intellectual capital who
can contribute to the organizational development competing against the market rivals.
Performance Appraisal and Compensation:
According to Zoha Fatima, Sales force motivation is important for the success of the
organization. Unless and until the sales force is motivated, the organization will not be able to
prosper. There are various factors that are responsible for sales force motivation. Therefore, this
study tries to analyze the impact of these two factors on sales force motivation by following a
review of selected studies from the year 1977 to 2014.Till now, none of the previous studies have
analyzed the impact of these two factors on motivation. The review of studies reveals that sales
force control systems and compensation plans should be taken into consideration when
motivation of salespeople is talked about as they have an impact on intrinsic as well as extrinsic
motivation of salespeople.
According to Michael A. champion, while many organizations use incentive compensation
bonuses to motivate employees, they are not always fully effective. This is likely due to two
important factors. First, like other organizational systems, incentive compensation administration
is complex and needs to be adjusted to the organization. Second, organizations tend to employ
incentive systems based on tradition rather than evidence-based recommendations. In this article,
we present 44 best practices regarding the administration of incentive compensation bonus
systems (e.g., strategy, criteria, implementation, etc.). These practices emerged from a
comprehensive and systematic review of the scientific research and professional practices on
incentive compensation.
 Reference
Ngwenya, L., & Aigbavboa, C. (2016, July 27). Improvement of Productivity and Employee
Performance Through an Efficient Human Resource Management Practices. Retrieved from
SpringerLink: https://link.springer.com/chapter/10.1007/978-3-319-42070-7_67

Impacts of Job Analysis on Organizational Performance: An Inquiry on Indian Public Sector

Enterprises. (2014). Retrieved from ScienceDirect:
https://www.sciencedirect.com/science/article/pii/S2212567114001865

Jain, N. (2015). Employment preferences of job applicants: unfolding employer branding

determinants. Retrieved from emeraldinsight:
https://www.emeraldinsight.com/doi/abs/10.1108/JMD-09-2013-0106

Fatima, Z. (2016). Relationships between salesforce control systems and salesforce performance:
A review of studies. In The Marketing Review (pp. 451-468). Westburn Publisher Ltd.

Murphy, K. J. (2012). Executive Compensation: Where We are and How We Got There. Elsevier
Science North Holland.

Human Resource Development Canada. Applied Research Branch (ARB). (2000). The influence
of employee involvement on productivity: a review of research. Retrieved from VOCEDplus:
http://www.voced.edu.au/content/ngv%3A28841