Market constraints, policy factors and industrial actions are issues that affect an organisation’s performance. If for example, workers in a company go on strike, the company will automatically incur lots of losses in terms of meeting customer demands, protecting public image and maintaining production levels (Smith, 2006):. With increased cases of voluntarism, government or union interferences is reducing in some western countries. They just come in when, there is significant i. Racial discrimination e. g. sex, race, religion ii. Unreasonable minimum wages iii.
Low health, hygiene, and safety standards iv. Abuse of power and mismanagement v. Low employment rates for disabled perso...
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...ns Some human resource managers have been blamed in the past for failing to guide and advise managers to honour agreements both locally and internationally. Unwelcome changes in form of transfers, plant dysfunction and unprofessional interpretation of polices to employees are other issues that have been noticed in most human resource sectors for most organizations leading to poor performance, slower growth and less development opportunities.
Conclusion Organisations that implement effective human resource practices outperform those that do not. It is advisable for small companies (employees more than 50) that have higher goal growths to clearly commit themselves to this human resource management in order to effectively meet their future needs in terms of the organisation’s growth. The best recommendations that can be made are that companies should implement human resource hiring strategies based on person-organisation fit formula.
This will enable the companies to sell not only their policies properly but also to improve its public image. Good human resource practices include ; i. Working hard to create a social environment at work places as a means of giving employees to interact with each other ii. Selecting and recruiting of employees based primarily on their ability to work effectively inline with the culture of the organization and also with other employees iii. Allowing employees to self-manage themselves and monitor their own performance levels
iv. Offering employees profit-or gain-sharing payments v. Holding company meetings regularly to allow employees share information regarding the companies performance with the management team Human resource management (HRM) practices are vital tools for any organisation. To manage the most important asset for any organisation-its human resource-requires extensive research, commitment, financial base and implementation of all the practices mentioned above.
And therefore all issues affecting the workforce will be affecting the organisational performance directly. It has been found that issues of planning, recruitment, selection, retention, motivation, evaluation and industrial relations for employees are of grave concerns and are usually addressed through effective human resource management systems.
Ann, P. B. (2003): Human Resource Management and Organisational Performance: Evidence from Retail Banking. Columbia Business School, Volume 57 (2003), Issue 2, Articles