Hr Practices and the Employee Performance in an Organization
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It is widely accepted that performance depends at least partly on the behavior of employees and that these behaviors can constitute a source of sustainable competitive advantage (Moideenkutty et al, 2011).Employees performance is a crucial issue in any organization/company. . A successful business does not involve just making money, but also being able to manage the performance of the employees that will make it possible. Managing employees performance can be done if the organization has well-defined Human Resource practices thus making it easier for every employee to accomplish task given and produce greater results through high performance. This project will basically be focusing on the HR practices and the employee performance in an organization.
Human resource management is an integrative approach in which a two-way linkage is assumed between the organizational strategies on the one hand and the individual needs of the employees on the other hand (Jansen et al 2001).It also refers to as a distinctive approach to employment management which seeks to obtain competitive advantage through the deployment of a highly committed and skilled workforce, using an array of techniques. This may also be referred to as organizational activities that are directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals (Daud, 2006).The effective management of employee performance has long been a crucial issue for organizations. Human Resource practices may also be referred to as organizational activities that are directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals (Daud, 2006) There are number of HR practices that could be tested in connection with employee performance but in this research will focus on rewards and compensations, knowledge sharing, training and performance appraisal relating them to employee performance.
Many previous empirical studies have established a linkage between human resource management practices and firm performance and these linkages have enhanced organizational success in the rapidly changing business environment, thus creating a more dynamic workplace environment.
Performance
This is expected to be delivered by an individual or teams within a time frame and it has many dimensions that include output, input, time, focus and quality dimensions. Individual performance is executed from the persons accomplishments bearing variable like knowledge, aptitude and skills. These are seen as attributes that workers must possess. It is important in a way that the variables being worked together, performance will be produced and thus better ending result, performances are measured through failure not success (Yusof & Ismail). Employee performance is a crucial issue in organizations since it determines the success of the organization, having employees with high performance abilities it gives a good reputation to the organization and even customer trust towards the organization increases. Performance is also important since it determines the capabilities of an employees outcomes when assigned with work to do.
Reward and compensation with employee performance
This deals with the strategies, policies and processes required to ensure that the contribution of people to the organization is recognized by both financial and non-financial means such as recognition, learning and development opportunities and increased job responsibility (Armstrong,2008).This motivate people and develops a high-performance culture in which employees are aware of the need to perform well inorder to meet or exceed expectations. When done effectively it will also increase commitment. The effective the reward system the higher the employee performance so in this case reward management positively relates to the employee performance.
Knowledge sharing and employee performance
This is viewed as the process in which knowledge cannot be seen directly nor observed with this employee are able to exchange knowledge individually. It is a broader perspective thus the communication of all types of knowledge that is explicit knowledge (Information, know-how and know-who) and tacit knowledge (skills and competency).An individual is really interested in helping others to develop new capability for action and this is seen as the willingness of individuals in an organization to share whatever knowledge they have or have created. This is affects performance, provides the opportunity for workers to enhance their skills by working together and sharing knowledge while improving their performance thus without the requisite knowledge and skills may not be able to perform their responsibilities and duties effectively, efficiently and with high standards of performance (Yusof & Ismail, 2009) The more the individual share knowledge, the higher the performance level(team or individual wise).
Training and employee performance
According to McConnell and Blue (2003), much of usable skills that workers possess are acquired not through formal schooling but rather through on-the-job training. In deciding whether to provide on-the-job training, a firm will weigh the expected added revenues generated by the training against the costs of providing it. For employers, providing off-the-job training may involve direct costs such as instruction fees, training allowances, absence of some workers in their stations et cetera. The potential benefit to firms is that a trained workforce will be more productive and will therefore make greater contributions.
This refers to a planned effort by a company to facilitate employees learning of job-related competencies such as knowledge,skills,behaviors that are critical for successful job performance and the goal for this is to help employees emphasize in training programs and to apply them to their day-to-day activities(Noe et al,2000)Most of the employees in the public organizations are baby boomers generation and few from the generation X and so here training will be carried out differently according to their levels of understanding. Because Generation Xers are independent and used to managing their own time, they tend to resent and resist efforts to force-feed them training. They should be given a sense of control over their learning, by offering them as many options as possible over when and where the training takes place. . To accommodate these needs, sophisticated Organizations have to reform their training programs drastically to cater for members of Generation X – the people aged 20 to 33. Unlike older workers prefer a step-by-step approach (Training for generation X, 1998).So