HRM practices and policies

Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web of Science, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.

Green HRM means HR practices directed towards greening and contribution in environment sustainability. Our focus of study was GHRM and its implementation with existing HRM practices in colleges where the HR department plays a major role. We have also focused on determining the gap in the application of green HRM practices. The study is conducted in 16 colleges of Navi Mumbai region with the help of questionnaire which has been asked to HR and office and administration department of respective colleges. It has been found that half of the colleges visited are completely aware about Green HRM. Major green practices the colleges do are reusing and conservation of energy. On the basis of our research HR department should motivate and encourage employees to pursue green practices and should give proper training to the employees before implementation of green initiatives. Should encouraging the employees for attending the workshops, conferences and seminars on different aspects of environmental sustainability. Employees should also have given the freedom to modify or create new processes which are eco-friendly within the organization framework and policy and take disciplinary action for the employees who violate rules of green practices

Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sust...

Effective management of human resources play a vital role in sound management of banks as human resource
management is a central sub system of modern management system. Management of human resources,
adaptation to any kind of change and effective functioning of banks are possible only when human resources
are developed. Thus, HRD facilitated for all round development of banks in addition to allowing them to be
dynamic and responsive to the environmental changes. The study on Human Resource Management practices in
Banks, under present economic scenario in the country is essential to understand bank’s present HRM
philosophy, practice and outcome with a view to offer suggestions for formulation of right philosophy and
practice of HRM in Banks. The present study has been undertaken in view of the absence of systematic studied
on the subject. Nationalization has changed the complexion and dimensions of banking services in India. It
helped to hasten the pace of geographical and functional diversification. The new dimensions have placed the
varying responsibilities on the shoulders of banks such as expansion of branch offices to unbanked and remote
rural areas on a massive scale so as to cover small scale sector, cottage and rural industries, self-employed
persons, artisans, weaker sections of the society, small traders and other persons of small means. The study
covers all the important areas of human resource development in banks. These areas include conceptual
clarification about human resource management in banks, essentials of HRM practices, sub-system of human
resource management like performance appraisal, training, management development, career planning and
development, organization development, participative management, quality circles etc. These primary areas of
human resources practices will be studied thoroughly to the maximum extent through the means of discussion,
interviews, reports, accounts, observations etc.

Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sust...

This research work has been conducted in the field of human resource management (HRM), more specifically on firm performance. The aim of the study is to show the relationship between HRM practices and firms performance of pharmaceutical industry in Bangladesh. It is assumed that HRM practices could positively influence profitability and growth and depressingly bias employee turnover.  The primary data were collected using structured questionnaire sent to employees of different departments having different job status of some pharmaceutical companies in Bangladesh. Secondary data were collected from annual reports of the selected companies for measuring and finding out their performance. The paper has tried to elucidate  the role of HRM practices and to test the relationship among the variables indicating that HRD has a relationship with performance like inventory turnover, total assets turnover, net profit margin, gross profit margin etc. It is found that HRM practices enhance performance of the pharmaceutical firms in Bangladesh.

The covid-19 epidemic hit the world like a ton of bricks, claiming human lives and damaging businesses while also creating mental disease and poverty, leading to a rise in violence and conflict in society. The objective of the study is to recommend HR practices that government agencies, employee welfare associations, and other organizations may use in the unorganized migrant labor sector. Data was obtained for the investigation from various sources, including research papers, newspapers, and periodicals.Government and non-government organizations should plan ahead of time to incorporate Human Resource Management practices for all employees in the unorganized sectors, not only migratory workers. Improved attempts to link migrant workers and a re-evaluation of the strict report criteria for getting to crisis-relief measures are two instances of suitable operations. Human Resource Management methods are a never-ending process, and plans should be reviewed and changed on a regular basis based on the changes.

Regulators and HR practitioners who call for culture change to prevent behaviours that led to the last financial crash may be barking up the wrong tree. The evidence of a five year investigation suggests attempts to change corporate cultures can be counter-productive and are not necessary when there are quicker and easier ways of changing behaviour, preventing undesirable conduct and ensuring compliance.

Calls for general and fundamental change of structure, culture or procedures should trigger alarm bells. Continuity can be as important as change, particularly continuity of relationships and consistency of experience that meets customer expectations and requirements. Changes can create new opportunities for fraud, theft, hacking and other abuses. Uncertainty during a period of transformation, or while changes are bedding in, can create new loopholes and vulnerabilities.

Customers, employees, business partners, suppliers and investors often represent a diversity of cultures, religions, values and nationalities. A variety of perspectives can spur creativity. General culture change is often advocated where there are affordable ways of quickly changing behaviour and achieving other aims with existing people and cultures. Fraud and other abuses usually result from technical loopholes and vulnerabilities rather than deficiencies of general attitudes and values.

Many general corporate culture change programmes and associated training may be unnecessary if their purpose is to quickly alter specific behaviours in particular areas. Organisations may need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. Performance support which integrates learning and working can be a cost-effective way of changing behaviour, ensuring compliance, enabling innovation and remaining current and competitive, and delivering multiple objectives without requiring a change of personnel, culture or structure.

Many HR practitioners need to question whether they are helping or hindering. Investigations of what high performers do differently reveal large and measurable differences in performance among people trained, rewarded and compensated the same way. The variability of performance across members of key work-groups raises questions concerning the relevance and contribution of many training, reward and other HR policies and practices. Wide differences are explained by how many critical success factors are in place. The extent to which the job, task or activity is done in a winning or losing way determines outcomes.

Training, reward or compensation do not appear differentiators in sectors in which the policies and practices of competing companies seem largely the same. For key jobs such as bidding for business, building key account relationships, pricing, purchasing, or creating and/or exploiting know-how, the approaches of winners - or those in the top quartile of achievement - are very different from those of losers in the bottom quartile of attainment. Evidence from reports that have examined critical success factors for key jobs suggests that however much people are paid, whatever their culture and however motivated and engaged they are, if they approach a task or activity in a losing way they are likely to fail. Increasing motivation or remuneration in the hope of a better result while people's approaches and the support they receive remains unchanged could be wasteful.

Reward and compensation policies and practices also contribute to mis-selling and other abuses. The prospect of commission payments can bias views, distort judgements, encourage risky behaviour and result in a flouting of rules. There are other expensive practices and naïve behaviours, such as a policy of paying above average or in the top quartile to attract better people and then complaining about the cost of talent wars. Reward, compensation and other policies may have much less impact than those who champion them and/or have a vested interest in them claim.

Many companies pursue policies that are general, time consuming and disruptive when quicker, cheaper and more affordable options exist. In relation to training, reward and other HR policies and practices a ratchet effect may be in operation. The wrong policies may have a negative impact on behaviour, while many expensive approaches deliver little in the way of positive benefits in relation to other and better ways of improving performance. Too often those in roles that are neither visible nor a source of competitive advantage or differentiation benefit the most from general remuneration policies. The focus should switch to supporting key work-groups.

This special issue seeks to bring leading edge international research together to advance critical questions and future research prospects concerning the nature, determinants and impact of HRM in the SME context. While there have been growing calls for more dedicated SME research (e.g. Festing, Harsch, Schäfer, & Scullion, 2017; Lai, Saridakis, Blackburn, & Johnston, 2016) progress has been hindered by a lack of critical assessments of the nature and applicability of HRM as applied to the SME context. Extant work on HRM in SMEs has been described as ‘underdeveloped and equivocal’ (Chadwick, Way, Kerr, & Thacker, 2013, p. 311) remaining at a very nascent stage of theory development (Barrett & Mayson, 2008). Many studies abstain from theoretical reflection and perpetuate a large firm bias, by either uncritically deploying established research instruments, and/or by casting the small firm as lacking or deficient if they fail to meet normative ideals. While some have found a positive relationship between a suite of HRM practices and SME performance (Razouk, 2011; Sheehan, 2014), for others the very idea that sophisticated, formal HRM adds value in an SME context ‘remains contentious’ (Bryson & White, 2019, p. 750).

Introduction: The mission statement is part of the strategic planning in the organization. It sets the long-term goals of the company business. Organizations achieve their goals through the work of their personnel. Executives and employees should follow both short-term and long-term objectives. This is of great importance especially for multinational companies. Nevertheless, the problem that employees are mostly short-term oriented still arises in many organizations.
Purpose: The purpose of this paper is to identify how large multinational corporations implement the affirmations of their mission statements in their human resource practices.
Design/methodology/approach: Descriptive approach and content analysis have been applied in this research. A comprehensive review of literature is presented with an aim to define the main terms used in this paper. We then describe a number of mission statements and decompose them to simple goals for the organization. The next stage of the study includes a thorough investigation of all declared human resources policies of the sample companies. We search for a link between all the goals set in the mission statement and the HR activities of the organization. Afterwards we compare the level, scope and areas of mission statements' implementation in the HR policies of the sample companies. We use this comparison to identify the ways in which different organizations cope with the problem of inducing their personnel to follow the global company goals. Finally, we propose specific human resource activities to address the identified gaps in the mission statements' implementation in the HR policies of the sample companies.
Research limitations: The sample contains 25 large MNCs which have published their mission statements and HR polices. Therefore, only the declared policies concerning the organization's human resource management have been taken into consideration.
Practical implications: The findings could be a useful input for MNCs' planning process, as well as an instrument for a better understanding of the personnel motivation towards achieving corporate goals.
Originality/value: A rare comparative study of MNCs' mission statements implementation in HR policies, suggesting fruitful directions for future research.
Future research: Future research suggestions include examining the link between the level of the mission statement's implementation in the HR policies and the company performance; could we use this as a key performance indicator; influence of mission statement's implementation in the HR policies on motivation, etc.

The paper evaluates the impact of changing HR practices over employee's productivity and performance in Pakistan Telecommunication Company Limited (PTCL). From being a pure government department to being a company being run on corporate lines and eventually being privatized has made it an interesting entity for study for students and researchers in the field of Human Resource Management. Foremost, the threat or the fear of being deprived of the job has been the primary reason why employees in abundance left the organization as a result of Voluntary Separation Scheme or resigned. Employees are subjected to a continuous stress as a result of repeated strikes and the attitude of the management towards the employees. Management has not been able to win the heart of the people. Training, no doubt has improved a lot, so has the recruitment, becoming faster and market-oriented. But compensation has not improved. Employees are paid less than their counterparts in government contrary to prior privatization. Mode of Performance Appraisal has been changed by introducing the concept of Online Performance Appraisal, linking the promotions and increments to the scores earned by employees. This has made employees unhappy with that. Career-growth has also suffered because employees have not been promoted for the last many years despite expanding company workforce and business.

This research work has been conducted in the field of human resource management (HRM), more specifically on firm performance. The aim of the study is to show the relationship between HRM practices and firms performance of pharmaceutical industry in Bangladesh. It is assumed that HRM practices could positively influence profitability and growth and depressingly bias employee turnover. The primary data were collected using structured questionnaire sent to employees of different departments having different job status of some pharmaceutical companies in Bangladesh. Secondary data were collected from annual reports of the selected companies for measuring and finding out their performance. The paper has tried to elucidate the role of HRM practices and to test the relationship among the variables indicating that HRD has a relationship with performance like inventory turnover, total assets turnover, net profit margin, gross profit margin etc. It is found that HRM practices enhance performa...

Talent management touches on all key HR areas, from hiring to employee on-boarding and from performance management to retention. The purpose is to increase performance. It also aims to motivate, engage, and return employees to make them perform better. Organisations are made up of creating value through business activities. An organisation must make sure that it has a continuous and integrated process for recruiting, training, managing, and compensating these people. This means that the talent management is aimed at improving the performance of the business. Productive and engaged employees makes a business profitable. Good talent management is, therefore the ultimate HR practice that helps a company to win in the marketplace.A talent management strategy is the plan of action to optimize the employee performance.The basic assumption here is the employees who have all the resources to do their job well, perform better. This is backed up by the research

Past empirical studies on retail businesses have focused on the marketing and consumer behaviour perspectives rather than on the importance of their human capital. This article highlights the extent to which 292 subordinates and 106 of their immediate supervisors perceive that high involvement human resource management practices are implemented at six outlets of a large international retailer in Malaysia. The survey revealed that supervisors mostly rated higher than their subordinates on employees' ability to participate in decision‐making and training programmes, as well as on the presence of relevant resources, information, and fair rewards across the six outlets. In addition, there were differences in opinions between how employees from the different outlets perceived the extent to which the four components of HRM practices were present in their respective organisations.

This research work has been conducted in the field of human resource management (HRM), more specifically on firm performance. The aim of the study is to show the relationship between HRM practices and firms performance of pharmaceutical industry in Bangladesh. It is assumed that HRM practices could positively influence profitability and growth and depressingly bias employee turnover. The primary data were collected using structured questionnaire sent to employees of different departments having different job status of some pharmaceutical companies in Bangladesh. Secondary data were collected from annual reports of the selected companies for measuring and finding out their performance. The paper has tried to elucidate the role of HRM practices and to test the relationship among the variables indicating that HRD has a relationship with performance like inventory turnover, total assets turnover, net profit margin, gross profit margin etc. It is found that HRM practices enhance performa...

Employees are a valuable asset to any organization and their performance has a direct impact on the organization's performance. Among other strategies and motivational factors employed by the banking industry, employee engagement has become a key aspect of goal achievement. To achieve this, training and development play important role in grooming workforce to improve their work quality at numerous levels. This reading will help to ascertain the role of training and improvement to improve the employee engagement which will, in turn, help the banking sector in improving its decision making. It will support to enhance training and development programs in the banking sector. This study will be carried out on the employees working in middle management in the hierarchy of banking sector, specifically those acquiring training & development sessions. With the help of 102 questionnaires that were filled by the employees of banks in Karachi, Pakistan the result indicated that development has a significant relationship with employee engagement whereas, an in signification relationship found between training and development of employee engagement. Results of this study enrich managers for decision-making in Pakistan’s banking sector.                 

Keywords: HR practices, training, development, employee engagement, banking sector.

ABSTRACTUnlike previous research that has largely focused on the influence of national institutions on human resource management practices in China, our study taps into the role of sub-national institutions. We demonstrate, via a qualitative configurational analysis, that foreign subsidiaries of multinational corporations still adapt HQ compensation practice to the local context despite low regulatory pressure and low mobility of skills at the sub-national level. This adaptation is facilitated by a decentralized structure in the multinational corporation. Our study also shows that high regulatory pressure and high portability of skills at the sub-national level alone are sufficient to induce local adaptation of compensation practice. Our explanation points to the significant role played by sub-national institutions in large and rapidly changing emerging economies and contributes to research on local adaptation of HRM practice in China. It offers an insight into forms of institutiona...

ABSTRACTUnlike previous research that has largely focused on the influence of national institutions on human resource management practices in China, our study taps into the role of sub-national institutions. We demonstrate, via a qualitative configurational analysis, that foreign subsidiaries of multinational corporations still adapt HQ compensation practice to the local context despite low regulatory pressure and low mobility of skills at the sub-national level. This adaptation is facilitated by a decentralized structure in the multinational corporation. Our study also shows that high regulatory pressure and high portability of skills at the sub-national level alone are sufficient to induce local adaptation of compensation practice. Our explanation points to the significant role played by sub-national institutions in large and rapidly changing emerging economies and contributes to research on local adaptation of HRM practice in China. It offers an insight into forms of institutiona...

Generational diversity is a critical issue within the elaboration of HRM policies, as each generational group has specific modes of action within organizational contexts. Taking into consideration these generational differences, one may ask how organizations can develop suitable policies and practices to these groups? Is it plausible to have the same approach to these groups?
Within this setting, organizational talent management becomes increasingly complex and risks failure, in case this reality is not taken into consideration or in case a decision maker fails to conceive differentiated practices, more adjusted to each cohort.
This study, empirically conducted in a large Portuguese company, is set to understand, within the boundaries of this reality, which generational differences and which type of HRM activities are more suitable to the cohorts, by means of typifying the generational groups in the organization and collect their opinion as regards some critical issues, namely concerning the best way to attract, retain, and develop employees.
The results show that there are generational differences to take into account, in the context of strategic human resources management, as the needs and ambitions expressed by employees require different approaches, especially in terms of competencies development and leadership. However, it also appears that these generational differences, within the reality under study, are not as pronounced as in Anglo-Saxon studies that are identified in the literature review.