Mohammad Mosaddek Hussain :
All sorts of organizations and enterprises need their own development strategy and relevant policy
to run the organization appropriately to achieve the goal. So there is profound impact on the organization for its policy and strategy as a whole. Needless to say that human resource policy and its implementation strategy are the vital factors for both the employees and organization as well. So, in view of this we should give full importance to these factors for the interest of the organization to ensure growth and stability in due course. Top management should pragmatic steps in this respect.
Equally Organizations should develop human resource policies and strategies, including selection
and recruitment system, training and development, and performance management system, that reflect
their beliefs and principles as well as maintaining acceptable relationships between management and employees. However, some human resource departments merely devise policies that deal with current problems or requirements (Delery & Doty, 1996; Jackson & Schuler, 1995; Oakland & Oakland, 2001).
Many experts have argued that human resources are potentially the only source of sustainable competitive edge for organisations as B. Becker & Gerhart, 1996; Pfeffer, 1994; Patrick. Wright & Gary, 1992 expressed in their opinions. On the other hand, Pfeffer (1998) argues that human resource systems help create workforces whose contributions are valuable, unique, and difficult for competitors as well.
As research conducted by Arthur (1994) and Huselid (1995) at the organizational level that suggests that human resource practices affect organizational outcomes by shaping employee behaviours and attitudes. Further, Whitener (2001) suggests that employees can interpret organizational actions, such as human resource practices (Delery, 1998; Ostroff & Bowen, 2000; Settoon, Bennett, & Liden, 1996) and the trustworthiness of management (Settoon, et al., 1996) as indicative of the organisation’s personal commitment to them.
Further the employees reciprocate, in their level of commitment to the organisation. Without dedication, commitment and attention to the improvement no organization can be stable for long run. So, these are the very important factors for any organization and enterprise those want to prosper in the days to come. Researchers and theorists have produced huge quantities of important studies that support the theory that the level of commitment to the employee demonstrated by an organisation will
have a direct impact on the commitment that employees show to the organisation in return
One useful mechanism for understanding commitment behaviours is to consider them the relationship between the employer and employee as one of a fair exchange as Pinder, opined (1984 ), with the way in which an employer treats employees having a direct wheel on their performance, attitude and commitment to the organization as a whole.
On the other hand, employee attitudes and behaviours, including performance, reflect their perceptions and expectations, reciprocating the treatment that they receive from the organization. In their multilevel model linking human resource practices and employee reactions, Ostroff and Bowen (2000) depict relationships suggesting that human resource practices are significantly linked to employee perceptions, notions, traits and employee attitudes. Studies by Tsui, Pearce, Porter, and Tripoli (1997), found that employee attitudes, most specifically employee commitments, were associated with the interaction of human resource practices and perceptions.
Arthur (1994), Huselid (1995), and Koch and McGrath (1996) suggest that high-involvement work practices can enhance employee retention. However, most examinations of retention and commitment are from the employer’s point of view; as a result, new and refined programs are continuously introduced. These programs are expected to have a positive impact on employee retention and commitment; therefore, investments in high involvement work practices may promote of a positive work climate that may result in lower turnover and higher retention rate. Above all, organizations have implemented HR practices and policies to reduce unnecessary and unwanted employee turnover as Guthrie, 2001; Hom, Roberson, & Ellis, 2008; Kacmar, Andrews, Rooy, Steilberg, & Cerrone, 2006 opined their views in various studies.
In the current global situation, there has been widespread feeling that HRM has become more strategic, aligned and effective process in the organizational values, missions and visions. As a direct result of this, employers nowadays have started to place increased of focus on the methods by which they can assess and improve the organizational performance of an employee. This may influence equal employment opportunities and affirmative action policies aimed at creating a diverse workforce within which all employees feel appreciated and valued in the organization. They have also developed more sophisticated methods of rewarding employees through better benefit systems and comfortable work environment.
Many organizations opt for policy formulation strategies that reflect their own cultures and priorities, their crucial issues include whether employees are consulted and whether policies reflect a compromise between management and employee interests that is acceptable to both parties. If it is not, then the HR directive has not been successful and needs to be re-evaluated.
Needless to say that change constantly occurs in the practice of HRM, many of the assumptions on which it operates have been severely challenged, due to a series of reforms and new process.
Regarding the new challenge and the future prospects of HRM, it is worthwhile to examine the developments and directions of HR policies in terms of their relevance to the contemporary workforce, especially in the area of the attraction and retention of employees. Effective HRM practices have been deemed by many researchers to be of utmost importance in providing firms with competitive advantages and the ability to operate effectively within a competitive situation in the global age.
It is recognized by most of the organizations that the HRM practices are inextricably involved in the overall performance of the organizational commitment and development as a whole. In the past ten years, more and more studies have emerged that look at the implementation of HRM practices within
Asia, and while many of them confirm the relevance and importance of HRM practices to the successful operation of companies in this country and some differences have been identified in the nature of the HRM practices employed and the way in which they relate to Asia’s culture and economy (Chang,
2006; Park, Gardner, & Wright, 2004; Takeuchi, Wakabayashi, & Chen, 2003; Wong, Wong, Hui, & Law, 2001; Yu & Egri, 2005). As a result it is gasped that cultural and economic systems are important variables that can support the contingency perspective on HRM effectiveness .
The process and methods by which HRM practices can influence the commitment of an individual employee to the vision and objectives of an organisation has been the focus of much research as Meyer
& Allen, 1997 opined in their studies. Some researchers have found that high-involvement HRM practices, such as regular appraisals, bonus and compensation schemes, training and development
Opportunities, motivational meetings and regular constructive feedback, can significantly enhance the
organizational commitment of employees and workers in the work environment. They have also been identified as one of the strongest inducers of affective commitment when compared with other types of organizational influences.
Further Witt, Kacmar, & Andrews, in 2001 expressed in their study that the strong association between the commitment of an individual to an organization’s aims and the type and quality of HRM practices employed by that organization, can be explained by the theory of social exchange. Social exchange theory reveals that if individuals enter into a relationship within which both parties can identify a benefit for both for them , then a set of obligations is created that both parties feel obliged to fulfill the aim by taking necessary organizational actions.
As Wong, et al., 2001 a nice example in this regard, this is “employees who feel that their job is secure are much more likely to demonstrate a high commitment to an organization than employees who are afraid of being made redundant in the near future.” On the other hand, if employees are regularly provided with the opportunity to attend training and development workshops on a short interval, they will recognise the company’s commitment to improve their skills and will be more likely to remain in the environment where they have a opportunity to learn new things every time. This is mutually beneficial for employee and company, as it improves the strength and stability of the organization and retains key talent (Huselid, 1995). According to Ogilvie (1986), these types of HRM practices are more likely to have a positive impact on employee commitment and satisfaction than employee demographics or job characteristics.
Employee Retention and Management
Retention of talented employees in the organization is one of the greatest factors for the growth and stability of an organization. Experts of HRM, practioners and researchers have defined retention management as a strategic, coherent process that starts with an examination of the reasons why employees join an organization and why he/she will work long term in the organization. How one person thinks to retain in the same organization for long years, these questions are natural for a employees that to be analyzed and studied based on the organizational situation. Besides, a number of different factors can affect employee turnover. These include the internal structure of the organisation, recruitment policies and strategies, career progression opportunities, rewards and benefits, behavior and performance measurement systems, personality value, right set of job monitoring, equal opportunity neutral employee treatment, partiality-free environment, opportunity to growth, certainty of job and training and development. In order to improve employee-employer relations, reduce turnover, and improve commitment levels, ensure partial-free work opportunity, HRM policies need to take all of these factors into account and manage them congruently in the interest of the organization.
When an employee makes the decision to leave an organization, the reason can rarely be Attributed to one single factor such as a failure to be awarded a promotion or pay increase. Not only that other factors like lack of proper attention to employees, lack of properly measure of performance, partiality to employees, lake of understanding of real skills of an employee, wrong job, wrong placement, lack of understanding of the job of the position, inexperienced and less-qualified boss and sometimes employers, lack of motivation to employees, ill -behave or bad behaviour to employees, reluctant to listen the actual problems of the employees and lack of proper support to employees, always reprimanding attitude to employees are also the factors for leaving the organization as a whole.
Truly understanding how different factors interact with one another, and the impact that they have on an individual’s commitment to an organization, can be very challenging.
Many organizations worldwide, retention problems are currently on the rise day by day.
They are significantly, affecting organizational productivity and performance and business growth also. That’s why managers of various levels are facing the challenge of having to address retention problems in the context of increasing competition in the global marketplace.
So, considering the emerging situation, organizations should have to draw an effective and situation- based practical action plan to retain employees to achieve the organizational goal in time. Motivational training and development approach and continuing research should be done in this regard.
We should have in mind that talented, skilled, qualified and experienced employees can bring expected massive result for the development of the organization as a whole. That’s why we need to take this factor as an emerging challenge for the interest and growth of the organization as a whole.
