determinants of hrm practicies and

7/30/2019 Determinants of Hrm Practicies And

1/21

DETERMINANTS OF HRM

PRACTICIES ANDPOLICIES


2/21

INTRODUCTION HRM

1. Organizational Functions

2. Deals peoples related issues

Miller (1987) suggests that HRM

relates to

1. Decision and action

2. Creating and sustaining competitive

advantage


3/21

INTRODUCTION

HRM approach seeks to ensure a fit between the

management of an organizations employees, and

the overall strategic direction of the company

(Miller, 1989).

HRM POLICIES1. Codified Decisions

2. Enacted by legislative body

3. Written laws and regulations


4/21

INTRODUCTION

HRM POLICIES

Internal FactorsInternal or dependent polices of HRM are Age, Time, Labor, Employee

education, knowledge, expenses, potential, promotional strategy, salary,decision criteria, and experience of employee, organization culture,

restricted hiring, job enlargement etc.

External Factors

External elements are government rules and regulations about HRM,society pressure, environmental factor (labor union and politic parties),

culture where the organization performing its operations, diversity etc.


5/21

INTRODUCTION

HRM PRACTICIES

The common practices are recruitment,

selection, training and development,

performance appraisal, career development,reward and compensation, equal employment

opportunity, productivity of employee, employee

satisfaction etc.


6/21

INTRODUCTION

Diversity Diversity is forged in an individuals identity and

encompasses both visible and non-visible aspects by

which individuals categorize themselves and others (Elyand Thomas, 2001).

Diversity is a multidimensional concept and can include

aspects such as gender, sexual orientation, race,

ethnicity, nationality class, religion, age and disability.Recognizing, understanding and valuing difference is

key, particularly in light of the dual trends of globalization

and the increasing participation rates of diverse groups

in the workplace (Moore, 1999).


7/21

INTRODUCTION

A global market, organizations are seeking

employees from diverse backgrounds who have the

cultural, linguistic and social knowledge to adapt

products and practices to fit the expectations ofcustomers. In order to respond effectively to

employees and customers. (Vielba and Edelshain,

1997).


8/21

INTRODUCTION

Knowledge Acquisition

Training enhances the knowledge acquisition.

Higher the experience higher the knowledge

acquires.

Efficiency enhance with highly knowledge

acquire worker.

Productivity enhance with highly knowledgeacquire worker.

Performance increases with knowledge

acquisition.


9/21

INTRODUCTION

Equal Employment Opportunity Age can be prefers in providing equal employment

opportunity.

All background peoples have equal employmentopportunity on a job.

Equal Employment Opportunity has provided to the both

gender or prefers one from other.

All workers or only experience workers have EqualEmployment Opportunity.

Equal Employment Opportunity increases satisfaction of

peoples belonging to different background.


10/21

INTRODUCTION

OBJECTIVIES1. To evaluate the relationship between diversity

training and knowledge acquisition

2. To find out what are the affects of diversity trainingon knowledge acquisition.

3. To identify the importance of equal employment

practices in diverse organizations.

4. To figure out relative importance of equalemployment practices in minimizing the issues

related to diversity


11/21

Rationale


12/21

Rationale

It is argued that organizations that promote diversity can

improve their effectiveness through maximizing individual

potential (Kim, 2006)

Diversity Commitment

Satisfaction

Effectiveness


13/21

Project Goals

(Erhardt et al., 2003; Richard, 2000; Richard and Munthi, 2008),

Although studies have found a positive association between diverseworkforces, profitability, and innovation

Diversity

workforces

profitability

innovation


14/21

Rationale

Knowledge

Acquisition

Equity

EmploymentPractices

Diversity


15/21

Significance of our

research study


16/21


17/21

Dimensions of diversity


18/21

Raise awareness of diversitytraining.

Making DT as an essential HRpolicy.


19/21

Recognizing effectiveness of DT

for Knowledge acquisition.

Highlight the impact of equity

employment practices.
http://www.google.com.pk/imgres?imgurl=https://espace.cern.ch/EuCARD/AnnualMeeting2010/PICTURE%20LIBRARY/question-mark.jpg&imgrefurl=https://espace.cern.ch/EuCARD/AnnualMeeting2010/PICTURE%20LIBRARY/Forms/DispForm.aspx?ID=52&usg=__iFm8Ti5y6peQD4OBbwfhJwvYdtI=&h=346&w=346&sz=33&hl=en&start=3&zoom=1&tbnid=3cPx1f5RPbDu9M:&tbnh=120&tbnw=120&ei=t0HxTfmJLY62vQPQtZClBA&prev=/search?q=question&um=1&hl=en&sa=N&tbm=isch&um=1&itbs=1


20/21
http://www.google.com.pk/imgres?imgurl=https://espace.cern.ch/EuCARD/AnnualMeeting2010/PICTURE%20LIBRARY/question-mark.jpg&imgrefurl=https://espace.cern.ch/EuCARD/AnnualMeeting2010/PICTURE%20LIBRARY/Forms/DispForm.aspx?ID=52&usg=__iFm8Ti5y6peQD4OBbwfhJwvYdtI=&h=346&w=346&sz=33&hl=en&start=3&zoom=1&tbnid=3cPx1f5RPbDu9M:&tbnh=120&tbnw=120&ei=t0HxTfmJLY62vQPQtZClBA&prev=/search?q=question&um=1&hl=en&sa=N&tbm=isch&um=1&itbs=1


21/21

THANK YOUTHANK YOU

The size of candles may differ, but they yield the same

BRIGHTNESS its not the matter of your position..... But

your ABILITY that shines

determinants of hrm practicies and

Documents