Table of Contents……………………………………………………………………1

1. Introduction.........................................................................................................................................2
1.1 The Concepts of Human Resource Management.....................................................................2
1.2 The Concepts of Human Resource Management Practice............................................................3
1.3 Nature of HRM..............................................................................................................................4
1.4 Objectives of HRM........................................................................................................................4
1.5 Importance of HRM.......................................................................................................................5
1.6 Characteristics of HRM.................................................................................................................7
1.7 Functions of HRM.........................................................................................................................7
1.7.1. Staffing Function...................................................................................................................8
1.7.2. Training and Development Function...................................................................................10
1.7.3. Motivation Function.............................................................................................................11
1.7.4. Maintenance Function..........................................................................................................12
2.0. Background of the organization (Evergrand Real-estate)..............................................................13
2.1. Work Culture..............................................................................................................................13
2.2. Our Mission................................................................................................................................13
2.3. Objectives...................................................................................................................................14
2.4. Quality policy.............................................................................................................................14
2.5. Total Quality Management.........................................................................................................14
2.6. Corporate Social Responsibility (CSR)......................................................................................15
3.0. Data collection and survey.............................................................................................................16
4.0 Survey Data Analysis......................................................................................................................18
5.0. Survey data interpretation, conclusion, and recommendations......................................................20

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1. Introduction

In today’s VUCA business environment adopting HRM practice is a must to compete in the industry
and to make success. The study of human resource management practice has been an important and
critical area in management and organizational performance. Human Resource Management (HRM)
is concerned with all aspects of how people are employed and managed in organizations. HRM is the
most important asset for any organization, and it is the sources of achieving competitive advantage
(Tayeb, 2005). Additionally, among all the assets of an organization, human resource is the most
significant and precious asset which is essential for healthy operation of all other resources of the
organization. So, when human resource is satisfied in terms of their jobs, then only productivity level
goes up.

1.1 The Concepts of Human Resource Management

There are many definitions of human resource management with varying degrees of complexity. Even
though there are several definitions and models of HRM, none that is universally agreed. Human
resource is simply defined as “The people an organization employs to carry out various jobs, tasks
and functions in exchange for wages and other rewards” (Denisi, 2005). Batton and Gold (Bratton,
2007) define: Human resource management (HRM) as a strategic approach to managing employment
relations which emphasizes that leveraging people’s capabilities is critical to achieving competitive
advantage, this being achieved through a distinctive set of integrated employment policies, programs,
and practices.

In addition, (Dessler G. , 2013) defined Human Resource Management as “The process of acquiring,
training, appraising, and compensating employees, and of attending to their labor relations, health and
safety, and fairness concerns.” According to (Dessler, 2007) Human Resource Management refers to
the policies and practices including Human Resource Planning (HRP), job analysis, recruitment
selection, orientation, compensation, performance appraisal, training development, and labor relation.
This suggests that the management of people within organizations is the core of HRM.

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On the other hand, (Vincent, 2013) define human resource management as a “management function
within organizations that is concerned with people and their relationships at work”. In this regard,
HRM is responsible for recruiting, selecting, training, evaluating, and rewarding employees.
Generally, Human Resource Management is an inevitable component of an organization that aims,
with an application of a series of activities, to manage people and works towards desired ends.

As (Robbins, 1994) stated, in general terms, Human Resource Management is “concerned with the
people dimension in management. Since every organization is made up of people, acquiring their
services, developing their skills, motivating them to high levels of performance and ensuring that they
continue to maintain their commitment to the organization are essential for achieving organizational
objectives. This is true regardless of the type of organization government business, Education, Health,
regression or social action.”

1.2 The Concepts of Human Resource Management Practice

Organizations around the world face rising challenges. As a result, many are turning to more creative
and innovative methods of conducting business through the use of HRM practices. The practices of
HRM are defined as “organizational activities directed at managing the pool of human resources and
ensuring that the resources are employed towards the fulfillment of organizational goals” (Tiwari,
2012). According to (Jeet, 2014) Human resource management practices comprise an instrument that
conducts the basic role of achieving organizational goals aside and brings about sustainable
competitive advantage in the business environment.

Human Resource Management Practices are the main source to make sure that utilization of
employee’s skills and knowledge to achieve organization goals and a means of influencing
employees’ attitude and behavior towards intended vision. It is a way of creating motivation,
commitment, maintaining quality employees and facilitating smooth run of the business (Bisrat,
2019). Human Resource Management Practice is a modern way of improving organizations on core
matters such as staff commitment, competency, and flexibility, which in turn leads to improved
performance (Dagnachew, 2021).

Additionally, human resource management practices determine the employees’ progress and
performance and thus have an influence over it, whether positive or negative. Schuler and Jackson
defined HRM practices as “a system that attracts, develops, motivates, and retains employees to

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ensure the effective implementation and the survival of the organization and its members” (Schuler,
1987).

Generally speaking, an organization can implement a variety of HR Practices. The use 0f HR

practices, which include areas like recruitment, selection, training, and development contribute to the
organization's bottom line.

1.3 Nature of HRM

HRM is a management function that helps managers to recruit, select, train and develop members for
an organization. According to (Azeb, 2021), HRM is concerned with people’s dimension in
organizations. The following aspects constitute the core of HRM:

 HRM Involves the Application of Management Functions and Principles. The functions and
principles are applied for acquiring, developing, maintaining and providing remuneration to
employees in organization.
 Decision Relating to Employees must be integrated and decisions on different aspects of
employees must be consistent with other human resource (HR) decisions.
 Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an
organization will result in betterment of services to customers in the form of high-quality
products supplied at reasonable costs.
 HRM Functions are not confined to business establishments only but applicable to non-
business organizations such as education, health care, recreation and like.

Generally, HRM refers to a set of programs, functions and activities designed and carried out in order
to maximize both employee as well as organizational effectiveness.

1.4 Objectives of HRM

The overall Objective of human resource management is to ensure that the organization is able to
achieve success through people. According to (Katou, 2017), the objectives of HRM can be
categorized as follows:

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Societal: HRM attends the legal; societal; and ethical frames. This means that it should respect them
and act in favor of people and society. Otherwise, society will react and be against of the
organization.

Organizational: HRM supports an organization to enrich and increase the sources of competitive
advantage, by providing the means to achieve efficiency and effectiveness.

Functional: HRM contributes to the effectiveness of the department itself, so that the organization’s
goals will be met.

Personal: HRM empowers people to achieve their personal goals, so that they will be motivated and
remain committed. The combination of accomplishing personal and organizational objectives is an
important driving force that improves the employees’ effectiveness and productivity.

Overall, these objectives of HRM are implemented through HR related activities that refer to different
HRM functions.

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1.5 Importance of HRM
Human resource management contributes significantly to the success of an organization. HRM is the
central cohesive source of development for any organization whether it is a small or a multinational
organization. A good Human Resource Management Practices creates a lot of difference in enhancing
the productivity of the employees. If appropriately done, human resource management can prove to
be a pivotal step in the right direction for a workplace, and it benefits not only the company but also
the employees. According to (Bisrat, 2019), the importance of human resource management can be
discussed from social, professional, and individual enterprise standpoints.

Social Significance: The dignity of employees is increased by proper management since it meets
their social demands. This is accomplished by the following HRM practices:

 ensuring a balance between the jobs available and the job seekers in accordance with their
qualifications and needs
 offering suitable and mentally satisfying employment
 maximizing resource utilization while paying employees a reasonable compensation for their
contributions
 preventing waste or improper use of human resources through collaboration
 help people make their own decisions that are in their best interests

Professional Significance: It encourages teamwork among the employees by establishing a healthy

work atmosphere. The following the following HRM practices are important in order to achieve this.

 it is necessary to maintain the employees' dignity as "human beings";

 offer the greatest number of opportunities for personal growth
 foster positive relationships between various work groups so that tasks can be completed
effectively
 enhance the employees' working skills and capacities
 correct mistakes such as improper posting and work reallocation

Significance for Individual Enterprise: It can assist the organization in achieving its objectives by:

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  fostering the proper mind-set among the employees through effective motivation
 making effective use of the resources at hand
 securing the willing cooperation of the employees for achieving enterprise goals and
satisfying their own social and other psychological needs of acceptance, love, affection,
belongingness, esteem, and self-actualization

To summarize, it has been proven that a well-run HR department contributes to a company’s bottom
line. In fact, with strong HR departments achieve better financial performance than those without
them. A well-managed HR department can help to improve employee retention rates, decrease costs
associated with hiring and training new employees, and increase overall productivity. Therefore,
finally, we can say that the importance of human resource management is very important in an
organization due to various reasons.

1.6 Characteristics of HRM

According to (Storey, 1989), HRM is a ‘set of interrelated policies with an ideological and
philosophical underpinning’. He listed four aspects that constitute the meaningful version of HRM:

 a particular constellation of beliefs and assumptions

 a strategic thrust informing decisions about people management
 the central involvement of line managers; and

1.7 Functions of HRM

(According to David A. DeCenzo, Stephen P. Robbins 10th Edition)

HRM is the part of the organization concerned with the “people” dimension. HRM can be viewed in
one of two ways. First, HRM is a staff or support function in the organization. Its role is to provide
assistance in HRM matters to line employees, or those directly involved in producing the
organization’s goods and services. Second, HRM is a function of every manager’s job. Whether or
not one works in a formal HRM department, the fact remains that to effectively manage employees,
all man- agers must handle the activities we’ll describe in this book. That’s important to keep in
mind! Every organization is comprised of people. Acquiring their services, developing their skills,
motivating them to high levels of performance, and ensuring that they maintain their commitment to
the organization are essential to achieving organizational objectives. This is true regardless of the

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type of organization—government, business, education, health, recreation, or social action. Hiring
and keeping good people is critical to the success of every organization.

To look at HRM more specifically, we propose that it consists of four basic functions:

1. staffing
2. training and development
3. motivation, and
4. maintenance.

In less academic terms, we might say that HRM is made up of four activities: (1) hiring people, (2)
preparing them, (3) stimulating them, and (4) keeping them. Even the smallest entrepreneurial
organization with one or two employees must recognize responsibility for all four HR functions. In
organizations that are too small for a formal human resource management department, these functions
will be the responsibility of each line manager. Line managers will always have many of these
responsibilities whether a formal human resources department exists or not. HR departments are
generally responsible for assisting the line manager in these activities. Organizational strategy,
structure, or culture may dictate that such activities, although supportive of line management, will be
more effective if handled in a more centralized fashion in the human resource department. For ease of
clarity, we’ll discuss the following functions as if they are the responsibility of an HRM department.

1.7.1. Staffing Function

Although recruiting is frequently perceived as the initial step in the staffing function, it has
prerequisites. Specifically, before the first job candidate is sought, the HR specialist must embark on
employment planning. This area alone has probably fostered the most change in human resource
departments during the past thirty years. Organizations must have a well-defined reason for needing
individuals who possess specific skills, knowledge, and abilities directly linked to specific jobs. No
longer does the HR manager exist in total darkness, or for that matter, in a reactive mode. Not until
the organization’s mission and strategy have been fully developed can human resource managers
begin to determine human resource needs. Specifically, when an organization plans strategically, it
determines its goals and objectives for a given period of time. These goals and objectives often lead
to structural changes in the organization, requiring changes in job requirements and reporting

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relationships. These new or revised structures will require HR professionals to direct recruiting
efforts to find individuals with skills matching the organizational strategy. For example, an
organization seeking a cost differentiation strategy may need to seek employees who are flexible and
have a variety of skills in addition to their specific job description. It is these jobs that HRM must be
prepared to fill Many organizations are choosing to assist recruiting efforts by developing and
promoting an employment “branding” strategy much the same way that consumer products have a
distinct brand image.

The image needs to fit the organizational strategy, mission, and values. Google, for instance, has
promoted an employment brand that promotes their culture of creativity and innovation plus
employee perks like free food, games, and lots of social interaction Branding assists candidates in
selecting an employer that they perceive to be a good fit with their values, personality, and work
ethic. Branding also allows candidates who do not feel that they would be a good fit with the
organization to decide not to pursue employment. As an organization’s jobs are analyzed, specific
skills, knowledge, and abilities are identified that the job applicant must possess to succeed. This
aspect cannot be under- stated, for herein lies much of the responsibility and success of HRM
Through the job analysis process, HRM identifies the essential qualifications for a particular job and
includes them in the job description. This accomplishes two objectives.

First, prospective employees can see a clear connection between the job and the mission or strategy of
the company. Second, it assures that the candidate is selected according to objective criteria and not
politics or personal bias, hopefully reducing the chance that illegal dis- crimination may influence
hiring.

Additionally, almost all activities involved in HRM revolve around an accurate description of the job.
One cannot successfully recruit without knowledge of the critical skills required, nor can one
appropriately set performance standards and pay rates or invoke disciplinary procedures fairly
without this understanding. Once these critical competencies have been identified, the recruiting
process begins. Armed with information from employment planning, HR can begin to focus on
prospective candidates. When involved in recruiting, HR specialists should attempt to achieve two
goals: to obtain an adequate pool of applicants, thereby giving line managers more choices; and
simultaneously provide enough information about the job to head off unqualified applicants.

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Recruiting then becomes an activity designed to locate potentially good applicants, conditioned by the
recruiting effort’s constraints, the job market, and the need to reach members of underrepresented
groups such as minorities and women.

Once applications have come in, it is time to begin the selection phase. Selection, too, has a dual
focus. It attempts to thin out the large set of applications that arrived during the recruiting phase and
to select an applicant who will be successful on the job. To achieve this goal, many companies use a
variety of steps to assess the applicants. The candidate who successfully completes all steps is
typically offered the job, but that is only half of the equation. HRM must also ensure that the best
prospect accepts a job offer. Accordingly, HRM must communicate a variety of information to the
applicant, such as the organization culture, what is expected of employees, and any other information
that is pertinent to the candidate’s decision-making process.

The completed selection process ends the staffing function. The goals, then, of the staffing function
are to locate competent employees and bring them into the organization. When this goal has been
reached, HRM focuses its attention on the employee’s training and development.

1.7.2. Training and Development Function

Whenever HRM embarks on the hiring process, it attempts to search for and secure the “best”
possible candidate. And while HRM professionals’ pride themselves on being able to determine those
who are qualified versus those who are not, the fact remains that few, if any, new employees can truly
come into an organization and immediately become fully functioning, 100 percent performers.

First, employees need to adapt to their new surroundings. Socialization is a means of bringing about
this adaptation. While it may begin informally in the late stages of the hiring process, the thrust of
socialization continues for many months after the individual begins working. During this time, the
focus is on orienting the new employee to the rules, regulations, and goals and culture of the
organization, department, and work unit. Then, as the employee becomes more comfortable with his
or her surroundings, more intense training begins. Employees often take months to adjust to their new
organizations and positions.

Although the job description may seem straightforward, employees need to learn the culture of the
organization, how information is communicated, and how their position fits the organization structure

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and strategy. HRM plays an important role in assimilating employees so they can become fully
productive. To accomplish this, HRM typically embarks on four areas in the training and
development phase: employee training, employee development, organization development, and career
development. It is important to note that employee and career development is more employee
centered, whereas employee training is designed to promote competency in the new job. Organization
development, on the other hand, focuses on organizational changes. While each area has a unique
focus, all four are critical to the success of the training and development phase.

The training and development function tends to be a continuous process. The goal of training and
development is to have competent, adapted employees who possess the up-to-date skills, knowledge,
and abilities needed to perform their current jobs more successfully. If that is attained, HRM turns its
attention to finding ways to motivate these individuals to exert high energy levels.

1.7.3. Motivation Function

The motivation function is one of the most important yet probably the least under- stood aspects of
the HRM process. Human behavior is complex and trying to figure out what motivates various
employees has long been a concern of behavioral scientists. However, research has given us some
important insights into employee motivation.

Employee Training

Employee training is designed to assist employees in acquiring better skills for their current
job. The focus of employee training is on current job-skill requirements.

Employee Development

Employee development is designed to help the organization ensure that it has the necessary
talent internally for meeting future human resource needs. The focus of employee
development is on a future position within the organization for which the employee requires
additional competencies.

Career Development

Career development programs are designed to assist employees in advancing their work lives.
The focus of career development is to provide the necessary information and assessment in

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 helping employees realize their career goals. However, career development is the
responsibility of the individual, not the organization.

Organization Development

Organization development deals with facilitating systemwide changes in the organization. The
focus of organization development is to change the attitudes and values of employees
according to new organizational strategic directions.

1.7.4. Maintenance Function

The last phase of the HRM process is called the maintenance function. As the name implies, this
phase puts into place activities that will help retain productive employees. When one considers how
employee job loyalty has declined in the past decade, it’s not difficult to see the importance of
maintaining employee commitment. To do so requires some basic common sense and some creativity.
HRM must ensure a safe and healthy working environment; caring for employees’ well-being has a
major effect on their commitment. HRM must also realize that any problem an employee faces in his
or her personal life will ultimately be brought into the workplace. This calls for employee assistance
programs that help individuals deal with stressful life situations such as substance abuse, childcare,
elder care, depression, and relationship problems. These programs provide many benefits to the
organization while helping the affected employee.

In addition to protecting employees’ welfare, HRM must operate appropriate communications

programs in the organization. Such programs help employees know what is occurring around them
and provide a place to vent frustrations. Employee relations programs should ensure that employees
are kept well informed—through such things as the company’s e-mail, voicemail, Web site, bulletin
boards, town hall meetings, and videoconferencing—and foster an environment where employee
voices are heard. Time and effort expended in this phase help HRM achieve its ultimate goal of
retaining highly productive, competent, and adapted employees, with up-to-date skills, knowledge,
and abilities, who are willing to maintain their commitment and loyalty to the company. This process
is difficult to implement and maintain, but the rewards should be such that the effort placed in such
endeavors is warranted.

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2.0. Background of the organization (Evergrand Real-estate)

Evergrand PLC. Was established in the year 2013 as a building material, researchers, developer and
manufacturer. After working for other Real Estate company. In 2014 we established our Real Estate
development company in Addis Ababa, Ethiopia with a vision to incorporate the most modern
features and quality finishing in our residential projects. Rich experience from around the world and
confidence garnered from the past projects like Tsehaye Real Estate, gave us the necessary impetus to
embark into development of multi storied residential projects armed with necessary expertise and
better customer understanding. Our unbridled passion and genuine team effort has helped us in
achieving our dream of “Turning Lands into Landmarks”.

Our signature project Sky Apartment has been very well appreciated and acknowledged by our
discerning clientele which encouraged us to launch more such residential projects. The company’s
core team has a potent mix of youth and experience. The planning and execution of every project is
debated amongst the core think tank and suggestions are well taken which always have resulted in a
rigorous quality control protocol backed up by a well-balanced deployment of human resource to
achieve optimum results.

2.1. Work Culture

Our work culture is one that imbibes growth, innovation and service at its core and creates an
atmosphere for achievement. We believe our team should work with freedom, integrity, and affability
to achieve its goals.

2.2. Our Mission

Our mission is to carve a niche in the residential and commercial property development that sets the
benchmark for quality, integrity and honesty with our clients and business associates. Consistent
endeavor towards creating an environment conducive to our employees and hastening the growth and

13
prosperity of our business associates. Quality craftsmanship, courteous and transparent interactions
with our customers to achieve their sustained delight.

2.3. Objectives
 To achieve unsurpassable quality in construction through rigorous planning & inspection
 To provide an efficient and enduring customer support
 To execute projects with nil deviation from standards and norms set by concerned authorities
 To constantly gain knowledge and adapt modern techniques in construction
 To maintain efficient human resource within the organization
 To maintain consistent project delivery standards

2.4. Quality policy

Evergrand private Ltd. Is committed to fulfill and enhance customer satisfaction by consistently
delivering the services on time and by meeting the agreed quality requirements. This will be achieved
by strictly adhering to the quality management system and through continual improvement of system
and processes.

Quality Objectives

 Strict adherence to agreed project timings

 Minimize wastage of construction material to 3%
 Increase of annual turnover by 20%
 Aim for zero customer complaints
 Upgrade employee skills and awareness through training

2.5. Total Quality Management

A lifelong contract with quality!

We have always realized the utmost importance of quality consciousness and quality assurance as
being a solid bedrock of our foundation and have constantly endeavored to maintain the norms and

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standards in our day to day work right from the land acquisition stage till the final handing over of the
apartments to our respected customers.

2.6. Corporate Social Responsibility (CSR)

The following are the Corporate Social Responsibility policy of the company for taking up/all
activities on the basis of, preference required and practical feasibility, under the corporate Social
Responsibility Policy so as to comply with the above said statutory requirements.

 Promoting education, including special education and employment enhancing vocation skills
especially among our employees.
 Promoting gender equality, empowering women, Evergrand pvt. Ltd. Has as the highest
women employees and management position in the industry. Over 90% of the work force and
management positions are taken by woman.

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3.0. Data collection and survey

QUESTIONNAIRE
Human Resource Management Practices and their outcomes: A Survey for HRM course
assignment at YOMPGC
Dear respondent,
The present study is an endeavor to identify the various HRM practices and their relationship
with selected outcomes in Evergrand Real-estate in Addis Ababa, Ethiopia. Below various
statements related to HRM practices, and their outcomes are listed. Please express how far these
practices and their outcomes are prevailing in this organization by indicating your level of agreement/
disagreement on a five-point scale using a check mark.
(Where SA= Strongly Agree, A=Agree, UD=Undecided, D= Disagree, SD=Strongly Disagree.)
The information provided by you will be used only for assignment (HRM course, MSc) and not for
any commercial activity. Please spare a few minutes from your valuable schedule and share your true
feelings. Confidentiality of the information provided will be ensured.
Level of agreement
Human Resource Management Practices Coding
SA A UD D SD
Our organization places the right person in the right job.
1
Adequate and relevant information about the organization
and job is provided to the candidate at the time of
1
recruitment.
Selection of a candidate in our organization is strictly based
on his/her merit. 1
The training needs of the employees in our organization are
assessed on the basis of their performance appraisal. 2
Training in our organization includes social skills,
general problem-solving skills and broader
2
knowledge of the organization and business.
The contents of the training programs organized are
always relevant to the changing needs of our jobs and our
2
business.
We are assigned challenging jobs to charge our enthusiasm
and develop our skills. 2
We are encouraged to participate in various
seminars and workshops etc. 2
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We are being paid adequately for the work we do.
3
Pay increments offered by our organization are satisfactory.
3
Our organization makes all payments due to us in time.

3
Level of agreement
Human Resource Management Practices Coding
SA A UD D SD
Our organization provides programs to assist balancing
demands of employees with working spouse. 3
The benefits we receive in our organization are similar to
what most of the other organizations in the industry provide
to their employees.
3
A number of recreational activities and occasional
celebrations are organized in order to let employees show
their creativity and enjoy.
4
Activities like religious preaching, meditation and/or
yoga camps are organized to keep employee morale intact. 4
We are often asked by our supervisors to participate in
decision making. 4
The company values our contribution to its wellbeing.
4
Each employee is treated with genuine respect.
4
We trust the management for keeping the promises made to
us. 4
We are confident that our organization has growth potential.
4
I would be very happy to spend the rest of my career with
this organization. 4
I enjoy discussing my organization with people outside of it.
4
I really feel as if this organization’s problems are my own.
4
I do not feel like a part of the family in my organization.
4
I do not feel any obligation to remain with my current
employer. 4
I would not leave my organization right now because I have
a sense of obligation to the people in it. 4

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 Too much in my life would be disrupted if I decided to leave
my organization now. 4
I help new workers, even when not asked to do so.
4
Whenever my organization requires, I willingly stay at work
till late. 4

4.0 Survey Data Analysis

Based on the HRM standard functions we have coded the questionnaire as follows

Code
HRM Function

Staffing 1

Strategic HRM planning

Recruitment

Selection

Training and Development 2

Orientation

Employee training

Employee Development

Career Development

Motivation/Integration 3

Motivation theories and job design

Performance appraisal

Reward and compensation

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 Employee benefits

Maintenance 4

Safety and health

Communications

Employee Relations

Feedback representation values from 100%

SA A UD D SD

100 75 50 25 0

Average rating of HRM function vs Respondent feedback

Excellent Practice Very Good practice Good Practice Satisfactory practice Poor practice

>85% 75% - 85% 65% - 75% 50% - 65% <50%

Feedback
HRM Feedback on HRM functions percentage
Function Respondent
Codes SA A UD D SD

Respondent - 1 2 1 50%
Respondent - 2 3 100%
1 Respondent - 3 3 100%
Respondent - 4 3 100%
Respondent - 5 1 2 83%
percentage average 87%
Respondent - 1 4 1 70%
Respondent - 2 4 1 95%
2
Respondent - 3 1 2 2 70%
Respondent - 4 5 75%

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 Respondent - 5 5 75%
percentage average 77%
Respondent - 1 1 2 2 70%
Respondent - 2 5 100%
3 Respondent - 3 1 4 80%
Respondent - 4 2 3 85%
Respondent - 5 4 1 70%
percentage average 81%
Respondent - 1 4 10 1 1 75%
Respondent - 2 4 12 81%
4 Respondent - 3 1 11 1 3 59%
Respondent - 4 5 9 2 80%
Respondent - 5 1 10 1 3 1 61%
percentage average 71%

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5.0. Survey data interpretation, conclusion, and recommendations

SUMMARY TABLE
Surveyed
Survey
HRM Function Code Data' Conclusion Recommendation
Result
Rating
1.0 Staffing The organization is practicing The organization should keep
excellent recruitment and staffing practicing this HRM function as it is
Strategic HRM planing Excellent
function based on the theoretical and should be updated accordingly
Recruitment Parctice
HRM guidelines
Selection 1 87%
Though the weighted rating show Based on the conclusion we
that the organization has very good recommend the following
practice, our group member 1. (according to the conclusion)
(employee of the organization) The company should keep practicing
2.0. Training and Development suggests that this HRM function area some of this HRM functions and also
is not fully practical this may be due improve them to excellent practice
to respondant impartiality and 2. (according to employee of the
Orientation 2 77% Very Good sampling weight of questions organization perespective) the survey
Employee training practice result is impartial thus further survey
Employee Developmen is needed and data gathering and
Carrer Development participants should be selected
wisely

The organization is practicing very Based on the conclusion the

3.0. Motivation/Integration good Motivation/Integration organization is doing a very good
Motivation theories and job design function based on the theoretical practice on this function of HRM and
Performance appraisal 3 81% Very Good HRM guidelines but there are some need to improve motivation function
Reward and compensation practice areas that need improvement since it is one of core areas of HRM
Employee benefits functions and employee interest

Though the weighted rating show Based on the conclusion we

that the organization has good recommend the following
practice, our group member 1. (according to the conclusion) The
(employee of the organization) company should keep practicing
suggests that this HRM function area some of this HRM functions and also
is not fully practical this may be due improve them to excellent practice
4.0. Maintenance to respondant impartiality and 2. (according to employee of the
Safety and health sampling weight of questions organization perespective) the
Communications 4 71% Good Practice organization should conduct same
Employee Relations survey as this one and try to
understand and improve its practices
in order to maintain & retain
prospective employees

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