ANALYSIS OF HUMAN RESOURCE PRACTICES

A STUDY OF RESCUE 1122

MUHAMMAD RAFIQUE
COMMONWEALTH OF MBA/MPA PROGRAM
ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD
Email: [email protected]
Mobile No. 0333 4910117

(Roll # Y573765)

ABSTRACT
Much research has been conducted in the field of human resource management (HRM)

and its associations with firm performance over the last decade. It is clearly evident from the

prior studies that HRM practices affect organization performance and productivity. Rescue

1122 (Punjab emergency service) was established under the Punjab Emergency Service Act

2006 with the aim of providing professional disaster management services in case of

emergencies by delivering timely response, rescue and medical treatments are offering better

services and always looking for more rapid growth through efficient and increased

performance of its work force.

This thesis is an attempt to study the affects of human resource management practices

on perceived performance. HRM practices like training, compensations & benefits, selection,

career planning, definition of job, participation of employees and performance appraisals were

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studied. This study helped in revealing the contribution of HRM practices and its affects on

perceived performance. Results showed that human resource management practices have

considerable positive association with organizational performance.

FIELD OF RESEARCH: Management Sciences

1. INTRODUCTION

In today’s services environment, organizations are struggling hard to provide disaster

management services to the community but at the same time are facing aggressive

competition. Highly expert and skilled/experienced employees are attracted and retained by

the organization through best HRM practices. According to Barney (1991), organizations have

gained continuous leads from their competitors through effective management of the most

valuable resources i.e. human resources.

Punjab Emergency Service (Rescue 1122) is the first successfully tested model of

trained Emergency Service in Pakistan. The Government of Punjab has established this

Emergency Service through legislation to provide a system for Emergency Preparedness,

Response and Prevention. The Service has been established for proper management of

emergencies such as road traffic accidents, buildings collapse, earthquakes, explosions,

hazardous material incidents, fires and disasters. The Government of Punjab has established

an effective integrated emergency preparedness, response and prevention system through

spread of unanimously passed Punjab Emergency Service Act, 2006. The Punjab Emergency

Service (Rescue 1122) also established under this Act includes Emergency Ambulances,

Rescue & Fire Services and Disaster Emergency Response Teams. Before the establishment of

Rescue 1122, Trained emergency paramedics, Ambulances, Rescue and Fire services were

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virtually non-existent. The ambulances available with the NGOs are only patient transport

vehicles without essential equipment and trained staff. These are good for transportation of

routine patients and dead bodies which is not the function of an emergency service. Instead of

making random interventions in a haphazard manner by reinforcing failures, the Government

of Punjab launched the Punjab Emergency & Ambulance Services (Rescue 1122) Pilot Project

from Lahore on 14th October, 2004.

1.2 HUMAN RESOURCE MANAGEMENT

Human Resource Management is a planned and logical approach in managing the

human resource of an organization which indeed is the most valued asset of any organization.

It is the people (human resource) of an organization who individually and collectively add

their efforts in achieving the goals and objectives of the organization. In short, human resource

management means recruiting people, their training and development for improved

performance, retaining, compensating and utilization their services as per the needs and

requirements of the organization.

According to Guest (2002), human resource management’s impact on

employees/workers performance depends upon the response of employees’ response to human

resource management practices. Guest (2002) and Wood (1999) have found that a capable,

dedicated and highly concerned/ committed workforce is very necessary for best

implementation of organization plan. As per Huselid (1995), employees’ efficiency depends

upon the impact of human resource management on employees’ behavior. According to

Patterson et al (1997), human resource management practices strongly affect performance and

productivity. They argued that selection and training, by providing suitable expertise, have

positive association with organizational performance. According to Huselid (1995), by

implementation of most excellent human resource management practices in selection, most

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excellent talent will be introduced which will increase the skilled and experience inventory of

the organization. The important role of raining was also stressed by Heselid as compliment of

selection through which positive results can be produced by aligning the workers behavior and

organizational culture. According to Cooke (2000), training could be used as a tool to increase

and build up the abilities and information/knowledge of workforce which also increase the

individual’s performance.

1.3 SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT

HRM significance can be observed in three perspectives; Organizational, Social and

Professional.

1. Organizational Significance

2. Social Significance

3. Professional Significance

1.4 KEY FUNCTIONS OF HRM

The contribution of HR department is considered as of utmost importance being influencing

strategic interest of the organization. Experts have consensus on the following key functions

of HRM;

1. HR Planning

2. Recruitment and Placement

3. Training and Development

4. Employee Relations

5. Compensation and Benefits

6. Employee Communications

7. Internal Communications

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2. LITERATURE REVIEW

Human Resource Management is very much important for the perceived organization

performance and productivity. HRM has emerged as a vital ingredient for continuous growth

and competitive advantage. According to Becker & Gerhart, 1996, an organization takes time

in mounting and nurturing its human resource / human capital in shape of knowledge,

interpersonal relationship, abilities, skills, motivation which in result make it hard for

competitors to copy or reproduce. The vital role of human asset for organization

continuous/sustained performance was stressed by Pfeffer (1994). According to Barney

(1991), organizations have gained uninterrupted leads from their competitors through effective

management of the most valuable resources i.e. human resources. According to (Wernerfelt,

1984), it is the human resource which makes it possible for the organizations to achieve

nonstop improvement again and again. For continuous competitive advantage over the

competitors in knowledge economy, organizations are focusing on implementation of best

HRM practices thus capitalizing and relying on this most valuable asset (Jackson & Schuler,

2000; Mac Duffie, 1995). The important role of HRM is recognized as a competitive

advantage in knowledge economy. The understanding reveals the new role of human resource

managers in preparing and execution of strategies of the organizations (Myloni et al., 2004).

Strong proof is available in literature about many human resource management practices and

their affects towards perceived business performance and productivity. Harel & Tzafrir

(1996); Delany & Huselid (1996) found a positive association amongst top class performance

and efficient selection practices. Positive association amongst training and development and

organizational performance were studied by Bartel, (1994); Fey et al., (2000). Positive

association of reward and compensation system with organizational performance is studied by

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Chie et al., (2002); Batt, (2002). Strong positive association of organizational performance and

performance appraisals were studied by Bose lie et al., (20010, Bjorkmand & Xiucheng,

(2002). Kue, (2004) studied the positive impact of employees relations with organizational

performance.

According to Nickell (1995); Estrin & Rosevear (1999), output, profitability, increased

earnings are few financial indicators which conclude the organizational performance.

According to Hom and Griffeth (1995), when the workforce of the organizations become least

committed towards their organizations goal, the results would be reduced output. This

situation would pave the way for bigger burdens to the organizations. Noe, Hollenbeck,

Gerhart and Wright (2000) argued that the most inner business concern is HRM. According to

them, human resource management practices are the most important tools which form the

output, performance, productivity and mindsets of the employees. When the employees’

performance and productivity is increased, it results in increased organizational earnings and

improved performance.

According to Arthur (1994), McDuffie (1995), Horgan and Mohalu (2006), Bashir and

Khattak (2008), strong and positive relationship exists between organizational output /

performance and human resource management practices. Ramsey, Scholario, and Harley

(2000) discovered that human resource management practices have made it possible for the

companies to achieve improved performance and output.

According to Wright, McCormick, Sherman, & McMahan (1999), firm performance

found affected by HRM practices when it allowed and involved its human resource to

contribute on organizational outcomes. Many Past researchers have linked the association of

HRM practices with lower employee turnover (Huselid, 1995), increased abilities/skills and

attitude of workforce (Wright, Gardner, Moynihan & Allen, 2005).The importance of human

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resource practices towards perceived organization performance and productivity has been

pointed out by many researchers. Human Resource Information System by Wolfe (1998). The

important HRM practice of Workforce Planning was discovered by Matthis & Jackson (2004).

Milkovich & New men, (1999) found the very important role of Compensation and Benefits

towards organizational performance and productivity. Kulik (2004) found the positive

association of Recruitment and Selection with organizational performance. Kundu (2003)

discovered the very importance HRM practice i.e. Training and Development for better firm’s

performance. Bernard in & Russell (1993) found the positive association of HRM practice

Performance Appraisal with organizational performance. Dressler (2003), Casco (2006)

stressed upon the important role of human resource management practice Job Analysis for

better firm’s performance. Schein (1996) highlighted the importance of Career Management

for improved performance.

The negative associations of human resource management practices have also been

Studied by many researchers. Ramsay et al. (2000) examined the negative impact of

employees stress level towards organizational performance. According to White et al. (2003),

the negative impact of job-home spill over plays a vital role in decreased organizational profits

and performance. According to Wall et al. (2004), strong evidence exists about the self

reported data. He argued that whenever such data would be used; there would be greater

chances of its relation to imperfect biases. The effects of HRM practices on organization

performance were empirically examined by researchers (Guest, 1997; Becker & Huselid,

1998; Bose lie, 2002;). The recent studies and research also show the powerful positive

association of human resource management towards improved/enhanced firms’ output and

productivity. The positive relationship between HRM practices of staffing, incentives, safety

and health, training and promotion and involvement of employees were found by Katou and

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Bedhwar (2006) in a study in Greece. Sang (2005) found the positive and significant influence

of HRM practices staffing, teamwork, workforce planning, training, employees’ security and

compensation & benefits. In Pacific Rim countries, excellent results were produced through

high performance work practices (Baeet al., 2003). According to Morishima (1998), improved

organizational performance by implementing well-planned human resource management

practices in Japanese organization were studied than the organizations with poorly

implemented human resource management practices.

The important role of some human resource management practices were highlighted by

Lee and Lee (2007). He argued that human resource management practices like teamwork,

training, compensation & benefits, workforce safety affect organization performance and

productivity.

2.1 HRM AS COMPETITIVE ADVANTAGE

According to (Joyce, Nohira, & Roberson, 2003), when the organizational culture is

aligned with its strategies and values then it has a strong and positive relationship with

organizational performance.

Organizations can generate competitive lead by executing matchless mixture of

resources and business practices that are impossible (or difficult) for competitors to reproduce

or copy (Barney, 1991). From this point of view, human resource management practices are

the most important components of overall organization tactics. According to (O’Reilly &

Pfeffer, 2000), some well-known organizations like Southwest Airlines and SAS have gained

the competitive advantages over their competitors due to best human resource management

practices. According to Bowen & Ostroff (2004), organizations can achieve the leading

position and advantage over the competitors by creating inimitable culture through effective

utilization of HRM practices.

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3. RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

Rescue 1122’s structure is a hybrid between divisional and vertical structure. Each

work station may be considered a division with all the necessary functions and resources

within it. The stations are independent units with a complete set of employees, who together

can perform all the main operations of Rescue 1122.

The questionnaire was designed to study the effects of HRM practices on

organizational performance and productivity. We examined seven (07) human resource

management practices namely; Training and Development, Performance Appraisals, Career

Planning, Employee Participation, Job Definition, Compensation and Selection and examining

their effects over perceived organization performance and productivity.

3.2 MEASUREMENT DEVELOPMENT

Most of the statements used in the survey were based on the previous studies and

literature pertaining to impact of HRM practices towards perceived organization performance

and productivity. The instrument measured seven human resource management (HRM)

practices and its effects towards perceived organization performance. Training &

Development contained 5 items; Performance Appraisals 5 items; Career Planning 4 items;

Employee Participation 3 items; Job Definition 3 items; Compensation 4 items; Selection 4

items and Productivity Factors (Organizational Performance) 7 items. Five points scale was

used for the measurement of responses which ranged from 5 (strongly agree) to 1 (strongly

disagree).

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3.3 Research Model

4. DISCUSSION

The current study evaluated the HRM practices effects on perceived organization

performance and productivity. The literature review provides evidence of effective human

resource management practices and their positive impact over organizational performance.

Moreover, competitive packages are offered as per the skills, abilities and education of

the workforce. This also helps in improve satisfaction and retention of employees. By

analyzing the correction analysis, it is found that the there is positive and significant

association of career planning and training with organization performance. This suggests that

the organizations are aware of the two most important HRM practices and due attention is

given to the training of the human resource and better opportunities are provided for the career

development of employees which results in improved satisfaction and retention of employees.

Other HRM practices also have positive relationship with organizational performance.

Regression analysis expressed the considerable impact of training, career development, job

definition, compensation, job definition, selection and employees’ participation on

organizational performance. We can easily say that any organization which has a clear and

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effective selection system and are hiring employees based on their skills, abilities, experience

and education and given proper trainings based on organizational needs and demands, then it

positively contribute in the organizational performance and productivity. Moreover,

organizations which provide better career development opportunities are enjoying enhanced

satisfaction amongst human resource which results in improved organizational performance.

By offering marked based competitive packages and compensations, the organizations can

produce better results.

The publish research reports significant and positive association amongst human

resource management practices and organizational performance but it is also true that there

might be some other reasons beside human resource management practices that could affect

the organizational performance and productivity. There is possibility of complex relationship

between organizational performance and human resource management practices and other

resources of the organization.

It is very important for the HR management to focus on human resource management

practices and design HR practices in such a way that the goal of organizational performance

and competitive advantage is achieved.

5. MANAGERIAL IMPLICATIONS

The present study evaluated the association amongst human resource management

practices and organizational performance. It has been observed that all HRM practices have

positive relations with organizational performance therefore the important role of HRM

practices cannot be ignored by any organization. Pakistani organization have also witnessed

the strong effects of HRM practices and are focusing on it to produce better results. In light of

the present study, the human resource managers should consider that the recruitment and

selection process should be conducted with special care and emphasis. There should be no

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compromise on merit and it should be the core part of selection process. Preference should be

given to skilled and experienced candidates while employees’ recruitment. Proper training

programs should be conducted for the employees with regard to change. Systematic HR

planning should be done in order to achieve the goals and objectives of the organization.

Healthy industrial relations should be maintained amongst employees and employers. Health,

safety and environmental issues should be addressed in order to inspire employees to work

efficiently. Handsome salary packages should be offered to human resources to enhance

employees association and retention. Better career development opportunities should be

available to the suitable candidates. Proper and justified performance assessment system

should be introduced and implemented. Equal employment opportunities should be

implemented. Unbiased promotion system should be incorporated to reward the deserving

employees keeping in view the qualification and experience in the relevant field. Each and

every job should have a clearly defined job description. Health working environment should

be provided to the employees. Performance based rewards; incentives should be offered to

motivate employees for better performance. Efficient policies should be introduced to handle

grievances. Team based culture should be introduced facilitating employees to work in groups

for better performance. Employees should be encouraged to suggest improvements in the

policies.

6. LIMITATIONS

The present study has some limitations due to the reason that is restricted to a small

sample of organization in services organization. Information regarding association of human

resource management practices with perceived organization performance and productivity was

provided by the respondents and it is possible that there might be some respondents’

preconceptions while reporting.

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7. CONCLUSION

Rescue 1122 has managed to set up a low cost, effective system of pre-hospital care

which can be replicated in other developing countries with little or no modification. Almost all

the recommendations of the World Health Organization guidelines for pre-hospital trauma

care systems have been fulfilled. However, prospective and retrospective clinical trials are

needed to verify the efficacy of the system and its role in the healthcare sector.

The role of the system should not be restricted to a vertical provision of healthcare

services; with training and interaction with the community, it can be also be used for

horizontal provision such as preventive medicine, vaccination and women's health. The

community safety programs, which are encouraging the community to participate as first

responders and are propagating injury prevention, are a major step in that direction. The

presence of a pre-hospital set-up will also prove to be very beneficial in strengthening

emergency medicine as a specialty in the country, and further training of paramedics and

fellowship programs for doctors can be an interesting venue for expansion.

The structure of Rescue 1122 is redesigned to be that of a learning organization despite the

fact that governmental organizations are characterized by inflexible bureaucratic control. The

structure is well adapted with a horizontal structure with different station in-charges meeting

regularly at the headquarters. The employees have empowered roles with and use their

discretion to make decisions in case of emergencies. There is reliance on shared information

as the entire rescue operation is based on the wireless communications. All calls to the

helpline 1122 are directed to the control room, where the control room in-charge, upon

analyzing the situation immediately informs the shift in-charge to take action. Rescue 1122

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also works in collaboration with various departments such as the police for law and order

situations.

The core reason for the organization’s success is its human capital as disaster management

and rescue operations are completely dependent on the rescuers, and the recruitment of the

right staff and training on the modern lines is the organization’s main focus. Rescue 1122 is

exemplary in terms of training, quality care, response and professionalism. To validate the

organizations performance, we have benchmarked its operations to the international standards

of the disaster management organizations worldwide.

 Mitigation: Being proactive in their operations is one of the key functioning rules of

the international rescue organizations. Rescue 1122 with their autonomous and

decentralized decision making respond to every crisis and emergency situation

immediately. Their rigorous preparation courses ensure that employees are fully

equipped with knowledge and training to respond effectively. It is not only working for

saving lives but also prevention through a proactive approach. Data compilation and

analysis help to map high risk areas and take prevention initiatives beforehand.

 Preparedness: As all international rescue organizations are always ready and prepared

to tackle any unfavorable incidents. Rescue 1122 is fully prepared at all times. In case

of a call, they can leave their stations in a few seconds, fully equipped to tackle any

situation.

 Response: The average response time taken by international rescue organizations is 5-

7 minutes. Response time of Rescue 1122 is less between 3-7 minutes

 This study found that major cities have more fire incidents and that rapid urbanization

and industrialization played an important factor in this trend. This prompts to a number

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 of recommendations, which might reduce the likelihood of fire emergencies in the

country.

 Firstly, short-circuiting could be reduced by following the fire safety standards and by

updating of obsolete electric supply system in the country. Fire safety units,

development authorities and other concerning departments need to play an active role

to enforce fire safety measures, during the construction of a new buildings or to get

implemented in structures that are already standing, and also to ensure the use of only

fire resistant cables in all commercial and residential settings.

 Secondly, fire triggered by smoking is preventable and hence smokers should practice

fire safety while smoking. Rescue 1122 is also trying to deal with this challenge by

imparting this element in Community Awareness Program, which has already been

launched all over Province Punjab. In the same lines, candle/heater, forest fires,

LPG/cylinder blast, kitchen fire could be reduced by following home fire safety

guidelines and personal obligation and sense of liability. For this end mass media

campaign (print and electronic) could also play a valuable part. Furthermore, educating

parents and grandparents to the seriousness of this issue is paramount.

 Thirdly, regarding fireworks business, the strict enforcement of laws that prohibit

manufacture of explosives and their open sale falls under the preview of district

administration, therefore law enforcers need to play their dynamic role in this matter.

Finally, unknown fire incidents should be evaluated to consider some preventive

measures and “Fire Investigation Training” of the concerning staff could be useful in

this bearing.

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REFERENCES

Cooke F L (2000). ‘Human Resource Strategy to improve Organizational Performance: A

Reroute for British firms’. Working Paper No 9 EWERC, Manchester School of

Management.

Guest D (2002). ‘Human Resource Management, Corporate Performance and Employee

Wellbeing: Building the worker into HRM’. The Journal of Industrial Relations 44:3 335-

358

Harrell, G.H. and Tzafrir, S.S. 1996. “The Effects of Human Resource Management

Practices on the Perceptions of Organizational and Market Performance of the Firm”,

Human Resource Management, 38, pp.185–200.

Delaney, J.T., and Huselid, M.A.1996. “The Impact of Human Resource Management

Practices on Perceptions of Organizational Performance”, Academy of Management

Journal, 39(4), pp. 949–969.

Management Practices on Firm Performance in Russia”, International Journal of Human

Resource Management, 11, pp. 1–18.

Kuok, H. P. 2004. The relationship between Human Resource Management practices,

Employee commitment and operational performance in the healthcare institutions.

Dr. Fowad Shahzad Mirza (Deputy Director HR, Rescue 1122)

Dr. Ahmad Raza (District Emergency Officer, Rescue 1122)

Muhammad Amir (Emergency Officer, Rescue 1122

www.rescue.gov.pk

http://www.rescue.gov.pk/orgstructure.aspx

http://www.rescue.gov.pk/gallary.aspx

http://www.rescue.gov.pk/display.aspx?ID=15797351248943

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www.explorehr.org

http://www.explorehr.org/category/HRplaning/hrplanning.html

http://www.explorehr.org/category/selection+recruitment.html

http://www.explorehr.org/category/performance-appraisal/performance-management.html

www.hrvillage.com

http://www.hrvillage.com/jobdescriptions.htm

http://www.hrvillage.com/legal.htm

http://www.hrvillage.com/human-resources/

HR Staff and Employees.

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