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Critically Evaluate The Assumed Relationship Between HRM And Performance.

According to the AMO perspective the HRM system of employees ability to perform (e.g.,

selection, training, performance appraisal infl!ences their s"ills (competence, incl!ding

cooperation, the HRM system of employees motivation to perform (e.g., compensation,

promotion, incentives infl!ences their attit!des (motivation, commitment, satisfaction,

and the HRM system of employees opport!nity to perform (#or" design, participation,

involvement, comm!nication infl!ences their behavio!r (retention, presence ($ato!,

%&&' . he res!lt of HRM practices on organi)ation*s performance #ere e+amine in previo!s

researches #here HRM practices #ere lin"ed #ith employees t!rnover rate, their loyalty

#ith their organi)ation and better ob s"ills and actions (-aeed, odhi, /0bal, -andh!, M!nir

1 2aseen , %&34. /t has also been distinct as the pattern of planned h!man reso!rce

deployments and activities are able to facilitate an organi)ation to reali)e its goals (5anlami,

%&33.

his essay #ill disc!ss on findings on ho# HRM practices infl!ence performance of an

organi)ation by three steps namely ma"ing room for ne# talent or high performers, attracting

and ma+imi)ing ne# talent and n!rt!ring good employees .

Makin Room !or "ew Talent #r Hih Performers

Altho!gh companies #o!ld love to ma"e room for more talented people they are !n#illing to

move on people #ho have been #ith the company for many years b!t are not performing

#ell. here is many cases, the very h!man inclination to empathi)e #ith others comes into

play and this res!lts in ta"ing action into disciplining or firing someone as a diffic!lt process

for everyone involved. HRM plays an important role in holding the companys performance

bar high and ma"ing s!re that the companys leaders live !p to that standard via training and

development as #ell as performance revie#s. 6ith efficient HR practices , an organi)ation

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#o!ld be able to monitor performance of their best performers, medi!m performers and lo#

performers (A+elrod, Handfield78ones, 1 Michaels, %&&%. Altho!gh managers or direct

s!pervisors #o!ld be a more obvio!s choice to mentor a lo# performing employee, HRM

#o!ld be able to ta"e !p this role for instance by creating an action plan to give these people

an opport!nity to better themselves. -imilar to employees having e+pectations on employers,

employers #o!ld be able to e+pect the same and by addressing this to an employee #ho

might be feeling !nmotivated to perform #ell, the sit!ation co!ld be improved. -!ch program

has been implemented in Arro# and it is a program that is more constr!ctive in its nat!re

rather than corrective #here it specifies #hat employee m!st do to improve #ithin a specific

period of time , and it re0!ires the s!pervisor to provide fre0!ent coaching to help the person

achieve these ne# behavio!rs. /f performance has not ade0!ately improved , the employee is

as"ed to leave. Ho#ever, the o!tcome that Arro# has reported #as that abo!t half the people

#ho go thro!gh the process s!cceed and demonstrate an acceptable level of performance

thereafter (A+elrod, et al., %&&%.

Ho#ever, in cases #here this doesnt prod!ce the right o!tcome, some companies provide

very genero!s severance as a #ay to ma"e it !p to the employee or o!tplacement s!pport to

help the person find a ne# ob, as #ell as co!nsel and ob leads to ma"e the search process

more convenient (A+elrod, et al., %&&%. 9y ta"ing s!ch detailed steps on even getting rid of

lo# performing employees, the present employees #o!ld be able to see their colleag!es leave

#ith dignity and are more li"ely to spea" positively abo!t the organisation and this co!ld be

attractive to f!t!re employees beca!se the company #o!ld be associated to be very "ind to its

employees and in fact more systematic in its actions. HRM plays a maor role here to #or"

#ith the s!pervisors and employees and being the comm!nication point to align #ith

company goals that is abo!t being foc!sed on performance and ma"ing room for ne# talent

and high performers instead of "eeping sleeping performers as they are in an organi)ation. /n

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cases #itho!t HRM processes li"e this co!ld not be done #ith tact. /t might even ca!se legal

problems or a bad image for the company.

Attractin $ ma%imi&in talent

:pon ma"ing room for ne# talents and high performers the ne+t plan #o!ld be to recr!it and

"eep these ne# talent in the company. /t has been observed that the "ey to b!ilding a better7

0!ality company, is the ongoing ability to recr!it and retain s!perior employee (-mart, n.d..

/n order to attract talented individ!als to oin a company has a lot to do #ith branding of a

company as #e had read from the Mc5onalds article in class. /f a company can develop an

s!ccessf!l ind!ction process, they can see employee engagement from day 3, #here it

to!ghens relationships bet#een senior management and other staff, e+pands stronger internal

comm!nications ma"es people feel that they are val!ed in the organi)ation (;reen#ood,

n.d.. Apart from /nd!ction

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practice that not only "eeps these ne# talent for a longer time b!t also #ill attract more of

s!ch talent into the company.

>!rt!ring ;ood employees< ?mployee ?ngagement

5ell /nc. defines employee engagement by saying, o compete today, companies need to

#in over the minds (rational commitment and the hearts (emotional commitment of

employees in #ays that lead to e+traordinary effort ( -a"s 1 ;r!man ,%&3@. 6hen HR

policies is not able to provide a common gro!nd bet#een an employer and employee , it is

common to enco!nter an employees s!dden resignation and this co!ld be one one the top

performers of the company. Based on a comment from 'im Harter Ph.(.) a chief scientist

at *allup Research ) we can understand that enaed employees are more attentive and

o+servant where+y they even look out for the needs of their co,workers and the

company ) due to them personnally own the outcome of their work and of the company.-

9aldoni, 8. ,%&34. One of the "ey concept of employee engagement is providing employees

#ith individ!al development and career development. HRM practices s!ch as training and

development as #ell as career path#ay

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do better or differently attit!de of engaged employees vers!s the its not in my ob

description attit!de of the !nengaged employees s!rely leads to better financial

performance (6al", %&3%.

Conclusion

his essay sho#s that in most cases #hen it comes to the people in a certain company HRMs

role is cr!cial from their onboarding !ntil the end of their stay in a firm. HRM practices

clearly improves performance altho!gh it has not been f!lly verifies by any research yet,

positive HR o!tcomes does improve organi)ation performance, therefore HR practices

contrib!te to performance as #ell.