GENERAL SUMMARY

"Human resource management is responsible for how people are treated in

organizations. It is responsible for bringing people into the organization, helping them
perform their work, compensating them for their labours, and solving problems that
arise" (Cherrington, 1995, p. 5). There are seven management functions of a human
resources (HR) department that will be specifically addressed: staffing, performance
appraisals, compensation and benefits, training and development, employee and
labor relations, safety and health, and human resource research.
Humans are an organization's greatest assets; without them, everyday business
functions such as managing cash flow, making business transactions, communicating
through all forms of media, and dealing with customers could not be completed.
Humans and the potential they possess drive an organization. Today's organizations
are continuously changing. Organizational change impacts not only the business but
also its employees. In order to maximize organizational effectiveness, human
potential—individuals' capabilities, time, and talents—must be managed. Human
resource management works to ensure that employees are able to meet the
organization's goals.

INTRODUCTION OF CREATIVE

Creative electronics private limited is the worldwide leader in digital entertainment

products for the personal computer (PC) and the Internet. Creative was founded in
Singapore in 1981 with the vision that multimedia would revolutionize the way people
interact with their PCs. Famous for its Sound Blaster sound cards and for launching the
multimedia revolution, Creative is now driving digital entertainment on the PC
platform with products like its highly acclaimed ZEN line of digital audio players. The
company's innovative hardware, proprietary technology, applications and services
enable consumers to experience high-quality digital entertainment-anytime,
anywhere. Today, Creative is widely recognized as a global leader for product
innovation in the audio and PDE segments, offering consumers a complete, high
quality digital entertainment experience through Creative's hardware, software
applications and services. Finding the perfect balance between form and function,
Creative strives for every product to be a sensory feast for the eyes and ears.
Creative is expanding the power of the personal computer with a wide range of
interactive PDE products that comprises MP3 players, portable media centres,
multimedia speakers and headphones, digital and web cameras, graphics solutions,
revolutionary music keyboards and PC peripherals. The more recent and notable
awards include the Consumer Electronics Show "Best of CES" awards for four
consecutive years for Prodikeys PC and music keyboard (2003), ZEN Portable Media
Centre (2004), ZEN MicroPhoto MP3 player (2005) and ZEN Vision:M MP3 player
(2006). The ZEN Micro MP3 player also won the Ziff Davis Media "Best of DigitalLife
2004" award.
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TASK-1

1.0 KEY HRM ROLES& ACTIVITIES OF CREATIVE

The role of HRM in the organization performs the following

 functions as a strategic business partner and represent the

employees

 Performs forward thinking and support the business strategy of the

company

 Assists the organization to maintain its competitive advantage

 Strive in value addition for the organization

The key HRM activities in the organization includes

 Staffing

 Performance appraisals

 Training and development

 Employee and Labor Relations

 Motivation and Maintenance

These are again sub divided into a number of other activities. Let us look at
each of them in detail.

1.1 STAFFING

The Human resource manager of the company had made more activity for staffing
needs, Both the job description and the job specification are useful for the staffing
process, the first of the seven HR functions to be discussed, Someone (e.g., a
department manager) or some event (e.g., an employee's leaving) within the
organization usually determines a need to hire a new employee. But in this
organization an employee requisition must be submitted to the HR department that
specifies the job title, the department, and the date the employee is needed. From
there, the job description can be referenced for specific job related qualifications to

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provide more detail when advertising the position—either internally, externally, or
both (Mondy and Noe, 1996).

Not only must the HR department attract qualified applicants through job postings or
other forms of advertising, but it also assists in screening candidates' resumes and
bringing those with the proper qualifications in for an interview. The final say in
selecting the candidate will probably be the line manager's, assuming all Equal
Employment Opportunity Commission (EEOC) requirements are met. Other ongoing
staffing responsibilities involve planning for new or changing positions and reviewing
current job analyses and job descriptions to make sure they accurately reflect the
current position.

1.2 Performance Appraisals

The performance appraisal of the company plays the major role in examining the
employee’s performance, once a talented individual is brought into an organization,
another function of HRM comes into play—creating an environment that will motivate
and reward exemplary performance. One way to assess performance is through a
formal review on a periodic basis, generally annually, known as a performance
appraisal or performance evaluation. Because line managers are in daily contact with
the employees and can best measure performance, they are usually the ones who
conduct the appraisals. Other evaluators of the employee's performance can include
subordinates, peers, group, and self, or a combination of one or more (Mondy and Noe,
1996).

Just as there can be different performance evaluators, depending on the job, several
appraisal systems can be used to calculate the rate of performance of the employee’s.
Some of the popular appraisal methods include (1) ranking of all employees in a
group; (2) using rating scales to define above-average, average, and below-average
performance; (3) recording favorable and unfavorable performance, known as critical
incidents; and (4) managing by objectives, or MBO (Mondy and Noe, 1996).

The company illustrates how performance appraisals serve several purposes,

including:(1) guiding human resource actions such as hiring, firing, and promoting; (2)
rewarding employees through bonuses, promotions, and so on;(3) providing feedback
and noting areas of improvement; (4) identifying training and development needs in
order to improve the individual's performance on the job; and (5) providing job related
data useful in human resource planning.

1.3 CREATIVE TRAINING AND DEVELOPMENT

Creative organization Employee Training & Development methods enhance the

existing skill sets and encourage the employees to maximize their potential both on
and off the job. Provide counseling and career development methods, training and
development is the field concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings. It has been known by
several names, including employee development, human resource development, and
learning and development

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Each and every employee of this company are trained by the training department, The
term Talent Development is becoming increasingly popular in this organization as
company is now moving from the traditional term "Training and Development". Talent
Development encompasses a variety of components such as training, career
development, career management, and organizational development, and training and
development. As we proceed through the 21st century more companies will begin to
use more integrated terms such as "Talent Development" Human Resource
Development was rejected by academics, who objected to the idea that people were
resources — an idea that they felt to be demeaning to the individual. Eventually, the
CIPD settled upon Learning and Development, although that was itself not free from
problems, learning being an over general and ambiguous name. Moreover, the field is
still widely known by the other names. Training and development encompasses three
main activities: training, education, and development. Garavan, Costine, and Heraty,
of the Irish Institute of Training and Development, note that these ideas are often
considered to be synonymous. However, to practitioners, they encompass three
separate, although interrelated, activities.

Performance appraisals not only assist in determining compensation and benefits, but
they are also instrumental in identifying ways to help individuals improve their current
positions and prepare for future opportunities. As the structure of organizations
continues to change—through downsizing or expansion—the need for training and
development programs continues to grow. Improving or obtaining new skills is part of
another area of HRM, known as training and development.

"Training focuses on learning the skills, knowledge, and attitudes required to initially
perform a job or task or to improve upon the performance of a current job or task,
while development activities are not job related, but concentrate on broadening the
employee's horizons" (Nadler and Wiggs, 1986, p. 5). Education, which focuses on
learning new skills, knowledge, and attitudes to be used in future work, also deserves
mention (Nadler and Wiggs, 1986).

Because the focus is on the current job, only training and development will be
discussed. Training can be used in a variety of ways, including (1) orienting and
informing employees, (2) developing desired skills, (3) preventing accidents through
safety training, (4) supplying professional and technical education, and (5) providing
supervisory training and executive education (Cherrington, 1995).

The training methods mentioned in this company has benefits to the individual as well
as to the organization. Some of the benefits are reducing the learning time for new
hires, teaching employees how to use new or updated technology, decreasing the
number and cost of accidents because employees know how to operate a machine
properly, providing better customer service, improving quality and quantity of
productivity, and obtaining management involvement in the training process
(Cherrington, 1995). When managers go through the training, managers are showing
others that need taking the goals of training seriously and are committed to the
importance of human resource development.

The type of training depends on the material to be learned, the length of time learners
have, and the financial resources available. One type is instructor-led training, which
generally allows participants to see a demonstration and to work with the product
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first-hand. On-the-job training and apprenticeships let participants acquire new skills
as they continue to perform various aspects of the job. Computer-based training (CBT)
provides learners at various geographic locations access to material to be learned at
convenient times and locations. Simulation exercises give participants a chance to
learn outcomes of choices in a nonthreatening environment before applying the
concept to real situations.

Training focuses on the current job, while development concentrates on providing

activities to help employees expand the current knowledge and to allow for growth.
Types of development opportunities include mentoring, career counseling,
management and supervisory development, and job training (Cherrington, 1995).

1.3.1 Creative Organization & Career Development:

Ensure effective communication among employees of organization resulting in

knowledge transfer and betterment of individual and organization as a whole. In
organizational development (or OD), the study of career development looks at,

• How individuals manage their careers within and between organizations and
how organizations structure the career progress of their members, it can also be tied
into succession planning within some organizations.

1.4 Employee and Labor Relations

Just as human resource developers make sure employees have proper training, there
are groups of employees organized as unions to address and resolve employment-
related issues. Unions have been around since the time of the American Revolution
(Mondy and Noe, 1996). Those who join unions usually do so for one or both of two
reasons— to increase wages and/or to eliminate unfair conditions. Some of the
outcomes of union involvement include better medical plans, extended vacation time,
and increased wages (Cherrington, 1995).

Today, unions remain a controversial topic. Under the provisions of the Taft-Hartley
Act, the closed-shop arrangement states employees (outside the construction
industry) are not required to join a union when they are hired. Union-shop
arrangements permit employers to hire non-union workers contingent upon their
joining the union once they are hired. The Taft-Hartley Act gives employers the right to
file unfair labor practice complaints against the union and to express their views
concerning unions (Cherrington, 1995).

Not only do HR managers deal with union organizations, but they are also responsible
for resolving collective bargaining issues—namely, the contract. The contract defines
employment related issues such as compensation and benefits, working conditions,
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job security, discipline procedures, individuals' rights, management's rights, and
contract length. Collective bargaining involves management and the union trying to
resolve any issues peacefully—before the union finds it necessary to strike or picket
and/or management decides to institute a lockout (Cherrington, 1995).

1.5 MOTIVATION AND MAINTENANCE

 Setting effective job design and performance standards

 Effective compensation and benefit programs

 Maintain effective coordination among the employees in a

group/team.

 Keen understanding and application of motivational theories.

Creative organization motivates the employees for the set of reasons that determines
one to engage in a particular behavior. The term is generally used for human
motivation but, theoretically, it can be used to describe the causes for animal behavior
as well. This action refers to human motivation. The managers motivates their
employee’s to be rooted in the basic need to minimize physical pain and maximize
pleasure, or it may include specific needs such as eating and resting, or a desired
object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent
reasons such as altruism, or morality, or overcoming mortality. A reward, tangible or
intangible, is presented after the occurrence of an action with the intent to cause the
behavior to occur again. This is done by associating positive meaning to the behavior.
Studies show that if the person receives the reward immediately, the effect would be
greater, and decreases as duration lengthens. Repetitive action-reward combination
can cause the action to become habit. Motivation comes from two things: company
and employee. There is extrinsic motivation, which comes from others, and intrinsic
motivation.

Rewards are organized to the employees for the extrinsic or intrinsic motivation.
Extrinsic rewards are external to the person; for example, praise or money. Intrinsic
rewards are internal to the person; for example, satisfaction or a feeling of
accomplishment.

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Some authors distinguish between two forms of intrinsic motivation: one based on
enjoyment, the other on obligation. In this company, obligation refers to motivation
based on what an individual thinks ought to be done. For instance, a feeling of
responsibility for a mission may lead to helping others beyond what is easily
observable, rewarded, or fun. A reinforce is different from reward, in that
reinforcement is intended to create a measured increase in the rate of a desirable
behavior following the addition of something to the environment.

1.6 JUSTIFY HOW THE OBJECTIVES OF THESE WERE ACHIEVED BY

EFFECTIVE MANAGEMENT OF HUMAN RESOURCES?

The effective management of human resources has resulted in achieving

several objectives of the organization resulting in individual betterment and
overall organizational development. The justification of some of them given
below

 The effective management of human resources resulted in improvement

of health and safety of the employees enhancing the work environment

 Better communications resulting in knowledge transfer and speedy

performance of different activities within and also outside the group. This
also ensures that the employees are well informed and their voices are
better heard.

 Employee assistance programs helped to improve the knowledge and

skill sets of the employees.

1.7 HRM MODELS

The two HRM models in use are:

1.7.1 Control based HRM

The company follows control based HRM for Employees Relations and resource
planning. The field draws upon concepts developed in Industrial/Organizational
Psychology. Human resource of this company has at least two related interpretations

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depending on action. The original usage derives from political economy and
economics, where it was traditionally called labor, one of four factors of production.
The more common usage within corporations and businesses refers to the individuals
within the organization, and to the portion of this organization that deals with hiring,
firing, training, and other personnel issues. This article addresses both models.

The objective of this model is to maximize the return on investment from the
organization's human capital and minimize financial risk. It is the responsibility of
human resource managers to conduct these activities in an effective, legal, fair, and
consistent manner. The control based HRM model in this organization is strategic and
coherent approach to the management of an organization’s most valued assets - the
people working here who individually and collectively contribute to the achievement of
the objectives of the business.

The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive,

models of human resource management, rather than in what Legged ( 1995 b ) terms
the descriptive-functional or critical-evaluative traditions. The earliest examples where
this terminology is used are in the work of Guest ( 1987) and Storey ( 1987; 1992).
Guest ( 1987), in seeking to define HRM, identifies two dimensions, soft-hard and
loose-tight. Similarly, Storey ( 1992) plots existing interpretations of HRM along the
two dimensions of soft-hard and weak strong. Although these two commentators draw
heavily on the work of American HRM academics in drawing a distinction between the
two forms-the Harvard model for the soft version ( Beer et al, 1985) and the Michigan
model for the hard version ( Fombrun et al. 1984)--the terms 'soft' and 'hard' have not
been used in the American literature, and the debates surrounding them have taken
place exclusively in a British context ( Hendry and Pettigrew 1990).

Guest ( 1987) and Storey ( 1992) in their definitions of soft and hard models of HRM
view the key distinction as being whether the emphasis is placed on the human or the
resource. Soft HRM is associated with the human relations movement, the utilization of
individual talents, and McGregor's ( 1960) Theory Y perspective on individuals
(developmental humanism). This has been equated with the concept of a 'high
commitment work system' ( Walton 1985b), 'which is aimed at eliciting a commitment
so that behavior is primarily self-regulated rather than controlled by sanctions and
pressures external to the individual and relations within the organization are based on
high levels of trust' ( Wood 1996: 41). Soft HRM is also associated with the goals of
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flexibility and adaptability (which themselves are problematic concepts, as we shall
see in more detail later), and implies that communication plays a central role in
management ( Storey and Sisson 1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-
strategic aspects of managing the "headcount resource" in as "rational" a way as for
any other factor of production', as associated with a utilitarian-instrumentalist
approach ( Storey 1992: 29; see also Legge 1995 b ). Hard HRM focuses on the
importance of 'strategic fit', where human resource policies and practices are closely
linked to the strategic objectives of the organization (external fit), and are coherent
among themselves (internal fit) ( Baird and Meshoulam 1988; Hendry and Pettigrew
1986), with the ultimate aim being increased competitive advantage ( Alpander and
Botter 1981; Devanna et al. 1984; Lengnick-Hall and Lengnick-Hall 1990; Miles and
Snow 1984; Storey and Sisson 1993; Tichy et al. 1982; Tyson and Fell 1986)

1.7.2 Commitment based HRM

The use of this model in this organization provides the basic automation of success in
organization and provides proper payroll to the employees, as de-regulation continues
to spread and technology improves, settlement arrangements are being replaced by
commitment deals. The main types are the minutes swap and pay or play deals. In a
minutes swap, carriers agree to terminate a certain amount of designated traffic for
each other, the difference in volumes reflecting the difference in the official costs of
terminating the product.

In order to protect against the losses this model becomes important for this
organization. If Creative has too much product it must find a way to deliver it without it
affecting the deal it has. It must by-pass the deal. The de-regulated markets in the
major cities of London, New York, Hong Kong, Tokyo and Amsterdam provide many
such opportunities. The major goals of any social group or team are to

 Perform tasks efficiently

 Achieve common objectives

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The pre-requisite for achieving them is to manage the most important resource i.e.
people of the organization.

Let us study the policy areas, the activities under each of the models and what the
company is doing to put the same into effectiveness

TASK-2
2.0 REPORT OF THREE HR PLANNING AND DEVELOPMENT METHODS

To expand the base organization with 12000 staff the planning and
development methods are discussed below, The planning and development
methods carried out to enhance the performance of the individual in particular
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and company as a whole. The planning and development activities includes
provision of

 Provide consultancy services

 Ensure better team work and coordination

 Understanding the work culture, norms and procedures of work etc

Human Resources planning and Development is a framework for the expansion of

human capital within this organization. Human Resources Development is a
combination of Training and Education that ensures the continual improvement and
growth of both the individual and the organization. In this Organization the capacities
of individuals depended on their access to education. Human Resources Development
is the medium that drives the process between training and learning. Human
Resources Development is not a defined object, but a series of organized processes
with a specific learning objective, Human Resources Development is the structure that
allows for individual development, potentially satisfying the organization’s goals. The
development of the individual will benefit both the individual and the organization. The
Human Resources Development framework views employees, as an asset to the
enterprise whose value will be enhanced by development, “Its primary focus is on
growth and employee development…it emphasizes developing individual potential and
skills, Human Resources Development can be in-room group training, tertiary or
vocational courses or mentoring and coaching by senior employees with the aim for a
desired outcome that will develop the individual’s performance. A successful Human
Resources Development program will prepare the individual to undertake a higher
level of work, the organized learning over a given period of time to provide the
possibility of performance change.

Human Resources Development is the framework that focuses on the organizations

competencies at the first stage, training, and then developing the employee through
education to satisfy the organizations long-term needs and the individuals’ career
goals and employee value to their present and future employers. Human Resources
Development can be defined simply as developing the most important section of any
business its human resource by attaining or upgrading the skills and attitudes of

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employees at all levels in order to maximize the effectiveness of the enterprise. The
people within an organization are its human resource. Human Resources Development
from a business perspective is not entirely focused on the individual’s growth and
development, development occurs to enhance the organization's value, not solely for
individual improvement. Individual education and development is a tool and a means
to an end, not the end goal itself

The three most important planning and development methods include

2.1 Performance Review Planning and Development:

The performance review planning and development applies for general staff in
the organization. This aims to provide positive feedback on employing the
12000 staff, assist them in work load planning and enhance their professional
development activities and help them perform tasks in accordance with the
company goals and policies. Company’s performance review planning and
development process follows best practices, while some of these best practices can be
implemented even with manual systems, many become significantly easier to
accomplish with automated solutions, including:

 Iterative Review Process.

Because automation makes it easier to route forms, individuals participate more

consistently and reliably in the review process.

 Cascading Goals.

Goals are rarely an individual’s sole responsibility. Most goals are achieved
because of the efforts of multiple people across this organization. Performance
Management experts agree that cascading and aligning goals across multiple
owners creates a shared accountability that is vital to a company’s success.
Creative companywide automated application greatly simplifies the task of
establishing shared goals and ensures that employees are working toward the
company’s overall objectives.

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 Pay For Performance Culture. A high quality automated system includes a
Compensation Planning module giving managers easy access to all the
information they need to reward individuals for actual performance. Access to 360
degree feedback, goal attainment metrics, review data and performance notes
taken throughout the year ensures managers make consistent, quantifiable and
fair decisions. Consequently, employers can reduce the cost of overcompensating
underperformers and can increase employee engagement across the company.
The supervisors take the onus of completing the performance analysis and
rating of the employees every year end. Training is given to the supervisors
as well as the employees to equip them necessarily for the performance
review planning and development process.

2.2 Workforce Planning:

The successful workforce planning of this company is:

• Sense of urgency, or the “burning platform”

• Sponsorship
• Scope
• Clear Accountabilities

Workforce planning is a strategic planning tool used for 12000 employees to make the
job more reliable and easy to access all individuals. The company is working at the
individual level then it is performing development or career planning not Strategic
Workforce Planning. Ensure that employees are working with groups. It’s important
that company creates the right groups based on what work is being done, groups of
people who are logically grouped together based on the work the organization needs
them to do. A breakdown according to organizational design tends to be the easiest,
but Company could also divide the workforce according to functions or roles. This is
what we call creating a CAP group. It is about grouping like output, and focuses on the
three things that make up output: Capability, Availability, and Productivity. This is
according to organization design, functional group, a manager’s span of control,
geography etc. The breakdown of the groups will depend on the situations of this
organization. Process of planning for staffing needs a workforce that it is capable
of delivering organizational objectives now and in the future. It is integrated

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with strategic and operational planning processes. This ensures to deliver the
right people at the right place at the right time. It’s a dynamic process which
involves frequent changes to be made to ensure that the goals are achieved
according to the changing business scenario.

2.3 Performance Management Program:

The performance management of staff has been revised with the help of new
policies which are as under

 Performance review planning and development policy

 Staff Study Support policy

 Performance Reward and Recognition policy

All these policies are followed by the company to enhance the performance.
The goal of the new revised polices and forms is to develop and implement a
user-friendly comprehensive, consistent performance management system that
is followed by the company. The additional planning and development method
is manufacturing resource planning.

2.4 CRITICAL EVALUATE THEIR EFFECTIVENESS TO MEET

ORGANIZATIONAL OBJECTIVES

Performance Review Planning and Development

 Timely feedback to enhance performance

 Effective planning of work load to cater to needs of organization

 Effective and efficient training in different processes

Workforce Planning

 Effective planning for staffing needs

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  Timely delivery of organizational objectives

 Ensure integration with strategic and operational planning processes

 Align personal goals with company goals to ensure better success in work

Performance Management Program

 Develop and implement user friendly atmosphere

 Develop individual and organizational capability in accordance with the

strategic and organizational goals of the company

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 TASK-3

3.0 Performance Appraisal:

NOTE:

To: The Director

Fm: HR director

Sub: The performance of the subsidiary company and the target for the next year plan

Creative subsidiary companies projected performance

Initial years current year’s
performance performance
$ $
sales 70,00,000 10,000,000
salary
Top level weight age
11employees(10%) 7,00,000 10,00,000
Commission based salaries
5employees (1.8%) 1,13,400 1,62,000
6, 8,83
net income 186,400.00 8,000.00

The Assumption of performance appraisal

for future year
$
sales 12000000
salary
Top level weight age 11employee's(10%) 1200000
Commission based salaries 5employees(1.8%) 194400
Net income 10605600

With reference to the creative subsidiary company performance the net income of the
current projects to $8,838,000.00, so the company is not facing any barriers

 The future assumptions of the company many reach a turnover of 12M or 13M
when comparing with the current performance status .

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  The company has the real potential to grow in the market and not facing any
panic situation at the moment as per the sales of the company. The company
need to show the Profit and loss account presentation in the way it is procured.

 It is assumed that the quarterly incentive should not be based on the net
income rather capitalized to sales and will be depreciated in future years.

 A performance appraisal is designed to show the financial performance of this

company over a given period(usually monthly or annually) and to indicate
whether it is profit or lose money.

 Planning, forecasting and managing the business has become easy when work
done by multiple number of staffs.

3.1 Staff dedication to company:

All the staff’s of the company combined together and performed the year’s award, The staff’s of this
company said, This year’s awards demonstrate the drive and determination our staff have to change
services for the better. Throughout the entries for the ten categories there was a recurring theme of staff
pushing forward change because they know it will improve care and outcomes for the consumer. It was
incredibly hard to choose the winners and of course all of our staff deserves our thanks and recognition.

This year’s winners are lead by senior manager of the Company, The hr also supports people with
substance misuse problems. One of the staff was nominated for the Community Award by the company
for their exceptional level of commitment and dedication. Staff’s appreciated the company because the
company always communicates in a genuinely warm and friendly manner, so staff’s are able to develop a
rapport very quickly with consumers on all levels and can bring a smile to the faces of people in the most
difficult and desperate of circumstances.

3.2 Motivation of the company:

 Professional development activities for all the staff members

 Development and implementation of improved workforce management

policies and practices in the areas of performance management, reward
and recognition;

 professional support to managers in the planning and implementation of

organizational change processes

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3.3 Compensation and Benefits

Compensation (payment in the form of hourly wages or annual salaries) and benefits
(insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) can
be a catchy because an employee's performance can be influenced by compensation
and benefits, and vice versa. In the ideal situation, employees feel they are paid what
they are worth, are rewarded with sufficient benefits, and receive some intrinsic
satisfaction (good work environment, interesting work, etc.). Compensation should be
legal and ethical, adequate, motivating, fair and equitable, cost-effective, and able to
provide employment security (Cherrington, 1995).

3.4 CRITICALLY REVIEW HOW HR PERFORMANCE IN AN CREATIVE

ORGANIZATION IS CURRENTLY INDICATED AND MONITORED. SUGGEST
WAYS OF IMPROVEMENT

The HR performance in this organization is monitored on the following

parameters:-

 Better team work and coordination

 Effective catering to organizational goals

 Timely delivery of work and improved performance

 Improvement of skill sets of the people/employees.

The different ways of improvement for the currently indicated methods are

 Better team work and coordination added up with discussions, opinion

polls, where the employees have the chance to voice their opinions will
definitely work out to improve the work effectiveness

 Make the organizational goals clear to employees and align their tasks
accordingly.

 Regularly monitor their work and suggest ways of improvement

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  Encourage the employees to improve their skill sets according to the
market/client requirement to ensure greater success

 Peer to peer evaluation and 360 degree evaluation can add value to the
existing work of the employee and improve it accordingly.

4.0 Conclusion

Research is part of all the other six functions of human resource management. With
the number of organizations participating in some form of international business, the
need for HRM research will only continue to grow. Therefore, it is important for human
resource professionals to be up to date on the latest trends in staffing, performance
appraisals, compensation and benefits, training and development, employee and labor
relations, and safety and health issues in the global market.

One professional organization that provides statistics to human resource managers is

the Society for Human Resource Management (SHRM), the largest professional
organization for human resource management professionals. Much of the research
conducted within organizations is sent to SHRM to be used for compiling international
statistics.

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