Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

Human Resource Functions: Examining Insights from

ABC Research Organization
1
Samuel Tatsi; 2Kingsley Afful; 3Benjamin Kpakpo Allotey; 6
Enock Yeng
4
Emmanuel Nii Tackie Tackey; 5Charles Akafia School of Education, Liberty University,
School of Education and Life-Long Learning, Virginia, USA
University of Education, Winneba, Ghana

Abstract Human resource management (HRM) functions comprise a wide range of actions and responsibilities aimed
are critical to ensuring an organization's success and at managing the organization’s most important asset: its
sustainability. These functions encompass various people. These functions include recruiting and selection,
activities designed to manage an organization’s training and development, and compensation.
employees. This paper examined human resource
management functions; recruitment, training, as well as Recruitment and selection are critical HRM
compensation to handle an organization’s most valuable responsibilities that entail identifying, attracting, and
asset in the face of firmness ecological challenges. choosing qualified applicants for organisational positions. In
Drawing on the Resources-Based and Human Capital a dynamic and talent-driven market, organisations must find
theories, a case study design was employed in this and retain top people while maintaining a diverse and
research and the data were gathered by semi-structured inclusive workforce. Effective recruiting and selection
interviews with three participants. Thematic analysis tactics not only help organisations find the right people, but
revealed a recruitment focus on targeted sourcing and they also contribute to the development of a high-
networking, training priority placed upon mentorship performing and diverse workforce that is aligned with the
and tailored programmes, as well as compensation organization’s goals. Training and development are key
alignment with commitment, length of service, and components of human resource management that strive to
market analysis for an ABC organisation. It was improve employee skills, knowledge, and competences in
recommended that the HRM should foster further order to satisfy current and future employment requirements.
improvement through evaluations and audits In a continuously changing company environment, ongoing
continually, enhanced bias training in audit processes learning and development is crucial for preserving employee
and increase transparency of compensation as well as engagement, productivity, and competitiveness. Muñoz
setting Key Performance Indicators (KPIs) for HR Castellanos et al. (2011) found that good training and
assessment. development programmes not only provide employees with
the necessary skills for their tasks, but also build a culture of
Keywords:- Compensation, Human Resource Management, learning and innovation within the organisation.
Recruitment and Selection, Training and Development. Compensation strategies include the development and
implementation of compensation systems that attract,
I. INTRODUCTION motivate, and retain people (Saridawati, 2019). In today’s
competitive job market, organisations must provide
Organisational life and resilience are dependent on competitive remuneration packages while maintaining
strong relationships between its components. This is justice and equity in incentive distribution. Effective
especially true for human resources, which are regarded not compensation plans not only acknowledge and reward
as a cost but as a strategic investment. According to Gunu et individual contributions, but they also promote performance,
al. (2013), human capital includes knowledge, skills, engagement, and organisational success.
creativity, and well-being, in addition to physical and
financial assets. Individual capabilities have been shown to The analysis of recruiting and selection processes
have a major impact on social and organisational growth, offers useful insights into the significance of strategic
frequently more than other resources. Organisations approaches, technological improvements, and diversity
recognise the critical role of human resource management concerns in achieving organisational success. However, the
(HRM) services in driving organisational performance and evaluation does not include detailed analysis of the approach
retaining a competitive advantage (Dessler, 2013; Silalahi, used to attract and select people for important roles, as well
2022). This realisation has driven increased attention from as how HRMs ensure a diverse group of applicants while
scholars and planners towards the domain of human also satisfying the unique skill, knowledge, and attitude
resource management, especially in poor nations. According requirements for each role. Furthermore, there is a
to the Society for Human Resource Management (2012), deficiency in discussing how organisations can efficiently
human resource management functions are critical to the utilise emerging trends such as employer branding and
overall success and sustainability of organisations across remote hiring practices to improve their recruitment and
industries. Human resources duties in organisations selection results. Additionally, it would be advantageous to

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Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

include an analysis of how organisational culture and values  Human Capital Theory
influence recruitment strategies, specifically in attracting Human capital theory holds that humans have a certain
individuals who share the principles and beliefs of the degree of knowledge, skills, and abilities that can be
research consultancy organisation. Also, the available considered valuable assets, analogous to physical or
literature on compensation assessment within research financial capital (Schultz, 1961). The Human Capital
consultancy organisations such as ABC appears to be scarce. Theory, first stated by Schultz (1961) and later built upon by
Furthermore, most contemporary research focuses on Becker (1994) holds that, dedicating resources to education,
academic institutions, public sector building, and secondary training, and other means of growing human capital leads in
school teaching. A limited inquiry has been conducted in increased productivity and economic growth. Within the
consulting firms located in the study’s setting. Therefore, it framework of this study, Human Capital Theory posits that
is vital to perform empirical research in order to acquire organisations can improve their performance and
insight into the complexities of compensation inside competitive advantage by allocating resources towards
research consultancy firms. enhancing the skills, knowledge, and capacities of their
employees through procedures such as recruiting, selection,
 Purpose of the Study training, development, and compensation. The statement
This paper examines the nature of human resources highlights the importance of ongoing expenditures in
functions within organisations, including recruitment and employee training and development for increased
selection, training and development, and compensation, and productivity and creativity. It recommends establishing
proposes strategies to optimise HRM functions. structured training courses. Furthermore, Human Capital
Theory highlights the importance of salary in attracting,
 Research Questions retaining, and motivating employees, advocating for
 What are the key characteristics defining recruitment and competitive and equitable compensation systems. In
selection practices within ABC organisation? conclusion, the use of Human Capital Theory in this study
 How do training and development efforts manifest reveals that investments in HRM practices help to enhance
within ABC organisation? human capital in businesses, resulting in increased
 What are the fundamental attributes shaping productivity, innovation, and overall organisational success.
compensation practices within ABC organisation? This study emphasises the importance of HRM practices in
leveraging human capital to gain long-term competitive
II. LITERATURE REVIEW advantage, in accordance with the principles of Resource-
Based Theory (RBT) and Human Capital Theory.
A. Theoretical Framework
The research is based on two theories: Resource-Based B. Conceptual Reviews
Theory (RBT) and Human Capital Theory, which provide a
framework for understanding and analysing organisational  Recruitment and Selection
processes. Strategic recruiting and selection are crucial elements
of an organization’s resourcing strategy, with the goal of
 Resource-Based Theory (RBT) finding and acquiring the required talent for the
Penrose’s Resource-Based Theory (RBT) (2009) organization’s short to medium-term success (Cascio, 2020).
emphasises the importance of internal resources as the key The main goal of recruitment is to create a group of highly
drivers of long-term competitive advantage, as opposed to qualified candidates, making it easier to choose the most
strategies that prioritise external forces. This method suitable individuals for organisational positions by attracting
highlights the need of recognising resources that are a wide range of applications. On the other hand, the
valuable, rare, and difficult to replicate (Kozlenkova et al., selection process is designed to discover the best appropriate
2014). The argument contends that the implementation of candidate for different jobs inside the organisation (Gamage,
effective HRM practices plays an important part in the 2014). Gamage asserted that there is a strong and
development of human capital, while also aligning with meaningful correlation between the processes of recruiting,
Resource-Based Theory (RBT) concepts. More specifically, selection, and the overall success of an organisation.
it means that recruitment and selection procedures should
prioritise the acquisition and retention of highly competent Recruitment processes consider a variety of elements
employees with exceptional traits. Training and such as recruitment sources, strategies, and efficacy.
development initiatives are viewed as investments in Employees are typically recruited through recommendations
employees’ skills and knowledge, which enhance the from current employees, internet job boards, social media
organization’s competencies and stimulate creativity. platforms, and professional networks. According to Chen et
Furthermore, how remuneration is organised and handled is al. (2022), employee referrals and social networks are very
critical in motivating employees to perform well and effective tactics for recruiting new employees, resulting in
retaining qualified personnel inside the company, enhancing improved job performance and more organisational
the workforce’s value. engagement. Furthermore, technology advancements have
transformed the way businesses conduct recruitment
processes. They are now more likely to use artificial
intelligence (AI), data analytics, and applicant tracking
systems (ATS) to streamline the process of sourcing,

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Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

screening, and choosing candidates (Kamran et al., 2015; Degraft-Otto, 2012). The value of lifelong learning is
Yaseen, 2015). Nonetheless, concerns have been raised emphasised, with a focus on constantly increasing skills and
about the likelihood of algorithmic bias and discrimination adapting to changes within a business. Muñoz Castellanos
in AI-powered recruitment systems. Recruitment and and Salinero Martín (2011) argued that training and
selection processes have challenges, notwithstanding their development programmes foster creativity by exposing
benefits. employees to diverse perspectives and fostering the
generation of novel ideas. Investing in training and
István (2010) discussed numerous recruitment and development has clear advantages, such as boosting work
hiring strategies, some of which may not be universally performance, enhancing managerial skills, and improving
accepted or supported. Organisations can address these the competitiveness of the organisation (Abdul Ghafoor
issues by evaluating selection procedures for their validity, Khan et al., 2011; Alharthy & Marni, 2020). In dynamic
fairness, scope of use, and cost. Organisations often use a marketplaces, organisations aiming to improve performance,
variety of recruitment tactics, including employee referrals, stimulate innovation, and stay competitive must prioritise
campus recruitment, advertising, recruitment agencies, job training and development efforts. Milkovich et al. (2019)
portals, company websites, and social media platforms. The and Noe (2023) suggested that ongoing learning is crucial
choice of recruitment channels is contingent upon various for employees to sustain their skills and adapt to changing
criteria, including the job position, employer reputation, work situations.
available resources, budget, and historical recruitment data.
Studies have found evidence of unconscious biases in The review rightly emphasises the strategic role of
selection processes, where decisions are influenced by training and development programmes in increasing
factors such as gender, colour, and age (Mahbub, 2020; organisational performance and fostering innovation. It
Slavic et al., 2017). Structured interviews, diversity training, emphasises the importance of lifelong learning and
and blind screening methods are examples of bias-reduction persistent skill improvement, which aligns with my belief in
strategies. According to Hardini et al. (2019), meta-analytic the transformative power of ongoing education and skill
research has shown that cognitive ability testing, structured development. The emphasis on boosting creativity by
interviews, and work samples are extremely accurate exposing individuals to a variety of perspectives and
predictors of employment success. Nonetheless, the encouraging the production of novel ideas aligns with my
selection of appropriate evaluation instruments is influenced belief in the necessity of cultivating a culture of inquiry and
by factors such as job complexity, organisational culture, experimentation within businesses. Moreover, the review’s
and regulatory limits. claim about the concrete advantages of investing in training
and development, such as enhanced job performance and
Current advancements in recruiting and selection organisational competitiveness, strengthens my belief that
include the use of company branding, talent analytics, and these initiatives are essential for maintaining long-term
remote hiring strategies. According to studies, businesses success in the current dynamic business environment.
with strong employer brands can attract high-quality
applicants while simultaneously experiencing lower  Compensation
employee turnover rates (Setyowati, 2016). Furthermore, According to Saputra (2021), compensation
talent analytics enables companies to use data-driven encompasses a variety of perks that employees receive in
insights to maximise recruiting strategies, enhance applicant exchange for their efforts. This includes not just financial
experience, and improve hiring outcomes (Cascio, 2020). components such as compensation, income, and incentives,
Remote recruiting offers flexibility and the ability to access but also non-financial factors such as the quality of working
a broader pool of exceptional individuals. However, it conditions and job-related characteristics. Usman et al.
creates issues in evaluating individuals, integrating them (2019) gave a more extensive description of the
into the firm, and developing successful teamwork. complexities of compensation, distinguishing between
financial and non-financial compensation. Financial
 Training and Development compensation consists of both explicit forms, such as
Training and development courses are critical salaries and incentives, and implicit forms, such as
components of organisational systems that aim to boost educational and medical benefits. Non-financial
individual productivity and foster continuous skill compensation, on the other hand, is classified into two
development (Salas et al., 2012). Training is a planned types: those related to the work environment, such as
procedure that equips individuals with the necessary facilities and working conditions, and those directly related
information and skills to carry out their obligations to the work itself, such as challenging tasks and
effectively (Armstrong, 2016; Yimam, 2022). However, opportunities for advancement. According to Mondy (2008),
development encompasses a broader variety of activities, the primary goal of remuneration is to attract, retain, and
including formal schooling, work experiences, and motivate employees. Armstrong (2016) and Agyei et al.
examinations, all of which try to prepare persons for future (2017) emphasised the goal of compensation and
responsibilities. Training and development activities provide highlighted its strategic importance, recognising it as a
strategic benefits such as aligning people with organisational critical component of HR policies aimed at encouraging
strategy, improving the ability to deal with external concerns organisational growth. Compensation has a variety of
such as the Covid-19 pandemic, and increasing employee components, including direct, indirect, and non-financial
satisfaction and service delivery levels (Al-Refaei, 2021; ones (Mabaso & Dlamini, 2017; Saridawati, 2019). Direct

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Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

compensation refers to physical rewards given to employees, the participants’ responses are interwoven with important
such as salaries and incentives. On the other hand, indirect quotations to elaborate on their personal perspectives of
remuneration includes benefits provided by the organisation, their behaviour. It is important to mention that only essential
such as health insurance and retirement schemes. Non- replies are included in the analysis, and all names (HRM as
monetary incentives, such as recognition programmes and Human Resource Manager; RCM as Recruitment Committee
flexible work hours, provide another dimension to the Member) used in the study are pseudonyms of the
overall compensation package. participants, not their actual names. The participants’ views
on the three research questions were categorised into three
The link between compensation and motivation is a main themes; Recruitment and Selection, Training and
frequently discussed issue in the literature. According to Development, and Compensation.
Antoni et al. (2021), motivation arises from individual
wants, and employees feel inspired and fulfilled when they IV. RESULTS AND DISCUSSION
receive the reward they seek. Zaki and Marzolina (2016)
stressed the need of harmonising compensation with A. Recruitment and Selection
employee expectations, which supports this sentiment. The participants were asked to describe the approach
Furthermore, rewards in compensation systems play an the organization adopt in attracting and selecting
important role in motivating individuals to work harder and candidates for positions within the organization. He had
perform better. Sudiardhita et al. (2018) observed many these to say:
positive consequences related to compensation in terms of
its influence on organisations. These advantages include  Attracting and Selecting Employees
better output and results, increased employee satisfaction, …, Erm recruitment. Well, in every organization, you
and aid in attaining organisational goals and resolving need people, you need human resources to work out, to
personnel-related issues. Furthermore, developing achieve the company’s goals. Now for our company or firm,
compensation systems that link rewards to performance can we hire people based on our principles, our culture and also
instil a feeling of responsibility in employees and motivate the opportunities these people offer to our company. We use
them to strive for excellence. Compensation is a critical tool spaces such as social media, job boards, and networking
for organisations to efficiently attract, retain, and inspire events, and among other things, to show off our company or
outstanding employees (Yamoah, 2014). The complexity of our brand to the world…We actively engage in network in
this phenomena, which involves both financial and non- the industry to find the right people. And then also going to
financial dimensions, emphasises its strategic importance in workshops and then also using important links like LinkedIn
fostering corporate success while also boosting employee where we can find the right people to fill those roles. [HRM]
satisfaction and performance.
These responses stress how important it is to have a
III. METHODOLOGY thorough hiring process that promotes the company’s brand
and values, to actively seek out and network with a wide
range of qualified individuals, and to use a strict selection
The study utilised the case study design to thoroughly process with a number of different evaluation methods to
investigate the human resource management functions inside find the best person for key positions.
the ABC organisation. A case study enables a thorough
analysis of certain occurrences within their actual setting  Reinforcing the point made earlier, the HRM intimated
(Fobi, 2023; Cropley, 2019). This design facilitated the that:
investigation of the organization’s recruitment and selection, … We try to hire people from all type of backgrounds.
training and development, and remuneration systems, Once the person meets our specific job requirement, it is
yielding valuable insights into these procedures. Although very important that the person is given an opportunity to
recognising the possible biases and limitations associated apply and take part in the recruitment process. We reach out
with the case study design attempts were taken to address to unprecedented groups through outreach programmes. We
these issues by thoroughly validating the findings (Creswell work with diverse focus groups and we also review our
& Plano-Clark, 2017; Taherdoost, 2016). Semi-structured hiring processes to get rid of any biases…[HRM]
interviews were carried out with the HR manager, as well as
two workers who are responsible for human resource  Tailored Outreach and Engagement
development of the organization. Purposive sampling A recruitment committee member (RCM) also
technique was used to sample these three participants. recounted how they use tailored outreach and engagement to
ensure a diverse pool of applicants while also meeting the
The data for this study was obtained via semi- specific skill, knowledge and attitude requirements for each
structured interview guide. The data obtained were subjected role. He said:
to thematic analysis. The study discovered and categorised
themes and trends associated with recruiting and selection, We also believe that the outreach involvement should
training and development, and remuneration methods. The be tailored to reach each role, to draw candidates with the
analysis entailed categorising the data into meaningful exact skills, knowledge and attitudes needed for that role.
groups and deriving conclusions from the emerging patterns While we also promote diversity and what? inclusion, which
(Cohen et al., 2018; Kusi, 2012). During the presentation, is very important to our company. To do this, we also write

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Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

targeted job postings, like I said initially. We also use a B. Training and Development
variety of recruitment platforms and we also attend industry The description of a successful employee development
events as well. You know, over there you get to meet a lot of programme y implemented by the HRM in the past is themed
people who may share with you some very great applicants structured mentorship for professional Growth.
who could not get opportunities in some companies as well
too…[RCM 1]  Structured Mentorship for Professional Growth
Structured Mentorship for Professional Growth came
 Continuous improvement and Bias Mitigation up as an employee development programme implemented
Adding to the views already highlighted, another by the HRM in the past. This is evident in the excerpt below:
recruitment committee member also said the employ
continuous improvement and bias mitigation strategies to …You know that mostly in this country you get
ensure a diverse pool of applicants while also meeting the freshers who do not come with so much work experience.
specific skill, knowledge and attitude requirements for each Now as part of our training and development programme,
role. She had this say: we have seminars for our new employees and then we also
pair our employees with experienced workers who lead them
We are also committed to hiring methods better all the through training. Our mentees also get the chance to learn
time to get rid of biases as I mentioned as well, encourage from experienced professionals and gain insights. They also
diversity and regularly too, we look at how we hire people, go through professional networks that we create through
we train, and how our training team avoids unconscious one-on-one talks, doing workshops and other working
biases and use technology to hide candidate information events. [HRM]
during the first stages of screening. If you leave your
recruitment or hiring process in one person’s hand, you may Putting in place a mentorship plan is emphasised as an
end up with the wrong people. So, it is important that as we effective way to help employees grow in this answer. Pairing
are going through this process, we make sure that we negate experienced employees with mentees enables the company
all biases. [RCM 2] creates a structured way for skill development and
knowledge sharing, which eventually helped employees
These responses show that the company is dedicated to grow professionally and be successful.
hiring people from all backgrounds, and they are adapting
their methods to find different kinds of people and deal with The HRM had this to say on how they assess the
biases. The organisation makes sure that the hiring process training needs of employees and measure the effectiveness
is fair and diverse by using a number of methods and of the programme:
ongoing improvement projects, such as unconscious bias
training and integrating technology.  Needs-Based Training and Performance Evaluation.
This oftentimes does not come easy. Sometimes you
The responses indicated that the recruitment and will not get the right feedback…We use surveys, one-on-one
selection practices in the ABC organisation are characterised meetings and performance reviews to find skill gaps and
by a comprehensive strategy that focuses on organisational places where our people can improve. The feedback we
values and culture. This includes targeted sourcing and normally get from managers and team leaders helps us
networking to expand the pool of potential candidates, a design our training courses and also better them as well. We
thorough selection process that involves multiple sometimes use pre- and post-training tests and feedback
evaluations, and efforts to ensure diversity through inclusive surveys and performance reviews to find out how useful our
recruitment practices, tailored outreach, continuous trainees are... We also see to it that our persons here and the
improvement, and strategies to mitigate bias. This aligns team are doing just exactly as we wish, sometimes using
with the claim made by Cascio (2020), which confirms the performance indicators and feedback loops... [HRM]
importance of cultural fit in the hiring process, emphasising
its influence on job satisfaction and commitment. In line Integration of feedback and continuous improvement is
with this findings, Al-kassem (2017) emphasised the also one of the means employed by HRM to assess the
importance of targeted sourcing and networking, especially training needs of employees and measure the effectiveness
when it comes to reaching out to inactive job seekers. The of the programme. A recruitment committee member (RCM)
finding also corroborates with the assertion of Mahbub narrated:
(2020) which highlighted the need of comprehensive
assessments in selection procedures to minimise biases and …We ask participants themselves for feedback on a
guarantee precise employment choices. Mahbub further regular basis so that we can improve and tweak our training
emphasised the crucial significance of diversity in fostering programmes. We are also able to make sure that training
innovation and problem-solving, underscoring the necessity programmes are in line with organizational goals…We also
for inclusive recruitment methods and initiatives to mitigate evaluate them frequently by taking feedback from them.
bias. [RCM 2]

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ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

These themes show how the organisation focuses on  Factors in Compensating Employee Effort
training and evaluating performance based on needs, which The HRM also shares factors the organization
makes sure that growth programmes are tailored to each considers in compensating employees’ effort. He said:
person and that results are better. It also stresses continuous
progress and incorporating feedback to stay relevant and …We look at your dedication. I mean, I don’t think
encourage growth. someone will still be at office at 7pm trying to make sure
that you meet the target of your job the next day and then
Generally, the outcomes of the training and you are at home and you expect that there should be certain
development initiatives in ABC organisation demonstrate a bonuses you will receive ahead of the person… your
deliberate and well-planned approach to fostering employee creativity and then your ability to help the company reach its
development and advancement in their careers. The goals. We also figure out your performance and skills and
structured mentorship courses offer employees significant expertise, how long you have been of service to us and
direction and support from experienced experts, enabling the certainly the market desire for setting roles…[HRM]
transfer of knowledge and development of skills. This aligns
with Aguinis et al. (2020), which emphasised the efficacy of This response stresses how complicated it is to fairly
mentorship in augmenting employee learning and reward employees for their work and the many things that
development. Moreover, the personalisation of training go into figuring out what is fair compensation. So, the
programmes guarantees that learning experiences are company makes sure that workers are paid fairly based on
specifically designed to meet individual needs and job the value they bring to the company and to keep them
demands, hence improving their relevance and efficacy. performing well by looking at things like performance,
These findings align with research, which highlights the skills, length of service, and how well they fit with the
significance of customised training methods in optimising company’s goals.
learning results and employee involvement. ABC
organization’s dedication to promoting a culture of  Competitive and Equitable Compensation Practices
continuous learning and skill enhancement is demonstrated Furthermore, the HRM shared his views on how they
by the provision of continual learning opportunities. These ensure that compensation is competitive within the industry
findings align with Milkovich et al. (2019) and Noe (2023) while also being fair and equitable internally. These views
which suggest that ongoing learning is crucial for employees are expressed below:
to sustain their skills and adapt to changing work situations.
Implementing structured mentorship, tailored training, and …I mentioned the wage standards a couple of times.
continuous learning opportunities will enable ABC Now, benchmark for packages against industry standards are
organisation to showcase a proactive stance towards regularly a review of salary structures…We place a strong
employee development. This approach not only improves emphasis on internal equity, and then we also ensure that
individual skills but also enhances the organization’s agility compensation is fair and consistent across similar roles
and competitiveness in the long term. within the organization. In the end, it doesn’t breed jealousy
and hatred... we also conduct regular salary audits, which
C. Compensation are very important to maintain equity in the company. And
Human Resource Manger’s responsibility to determine we also promote transparency in conversation practices to
appropriate compensation packages for various roles within provide avenues for employees to tailor their concerns as
organizations plays a critical role in motivating employees feedback to us… [HRM]
in realizing organization goals. The HRM had this to say on
how to determine appropriate compensation packages for These response show that the company wants to be
various roles within the organization: competitive while also being fair and equal in how it
compensates its employees. Comparing compensation to
 Compensation Structure and Market Analysis industry standards, promoting internal equity, and
We look at market trends, industry standards, and then encouraging openness and communication as in the case of
the specific need of a company’s job, you know, the job you this organization enables the HRM to make sure that its
are doing, in the company should also speak. So regularly compensation methods attract and keep the best employees
we look at the market to keep up with current salary trends while also building a culture of trust and fairness within the
and standards in the business as well. We also look at how company.
hard and important the role of this person is. Just like I said,
we look at your job in the company and then, yeah, what it Research showed that the ABC organization’s
offers. compensation methods include looking at the market,
considering factors specific to roles, and a dedication to fair
These answers show how important it is to look at the and competitive compensation. This consistent with the
market and compensation attention to factors that are findings of Setianingsih and Kader (2018), and Fransiska
specific to each job when deciding on compensation and Tupti (2020) about how important market analysis is for
packages. The company makes sure its compensation setting competitive compensation rates in today’s
packages are competitive and recognise the value workers competitive job market to draw and keep top talent. By
bring to the company by keeping up with market trends and doing market research and comparing studies on a regular
analysing the specific needs of each job. basis, ABC organisation makes sure that its compensation

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Volume 9, Issue 5, May – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165 https://doi.org/10.38124/ijisrt/IJISRT24MAY1936

packages stay competitive and appealing. The result RECOMMENDATIONS

corroborates what Arifin et al. (2019) found about how
important role-specific factors are in setting compensation, The researchers present the following
like how hard the job is, what duties are involved, and what recommendations to the HRM based on the findings, aiming
skills are needed. ABC organisation can effectively motivate to enhance, enhance, and/or revamp the organization’s
and reward workers based on their contributions by making human resource management function:
sure that compensation packages are tailored to the specific  Improve recruitment efforts by creating a comprehensive
needs of each role. The outcome supports the assertion of employer branding strategy across many platforms.
Hussain (2016) which shows how important fair Highlight the organization’s values, culture, and
compensation practices are for encouraging fairness and opportunities for advancement to attract qualified
keeping employees motivated. Giving clear and fair candidates.
compensation systems that are based on performance and  Implement initiatives to attract applications from
contributions will enable ABC organisation to create a underrepresented groups, including engaging with
positive work environment and increases employee diversity organisations and reviewing procedures to
engagement and retention. eliminate bias and increase the pool of qualified
individuals.
V. FINDINGS  Enhance training programmes through mentorship,
targeted training, and continuous learning to support skill
 The recruitment and selection practices of ABC development and career advancement for employees at
organisation prioritise a comprehensive strategy that all levels.
focuses on organisational values and culture. They use  Foster a culture of continuous improvement by regularly
targeted sourcing and networking to expand the talent examining methods, conducting audits, providing
pool and employ a thorough selection process that unconscious bias training, and utilising technology to
involves multiple evaluations. Additionally, they ensure better recruitment and selection operations.
diversity through inclusive recruitment practices,  Increase transparency and clarity in remuneration
customised outreach, continuous improvement efforts, processes by providing specifics on structures,
and strategies to mitigate bias. evaluation criteria, and career trajectories. In addition,
 The training and development efforts in ABC create channels for employees to submit feedback on
organisation include of structured mentorship these practices.
programmes, tailored training initiatives, and continuous  Involve stakeholders from relevant departments in the
learning opportunities to facilitate continued skill recruitment and selection process to ensure candidates
development and career progression. align with corporate objectives.
 The compensation practices at ABC organisation are  Establish key performance indicators (KPIs) to assess the
influenced by market analysis and role-specific criteria. effectiveness of HR initiatives. These KPIs should
They take into account multiple factors when contain measures such as time to fill positions,
determining employee compensation, and aim to provide acceptance rate of job offers, employee turnover rate,
competitive yet fair compensation to ensure that people and employee satisfaction scores.
are appropriately rewarded and motivated.
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