HR OPERATIONS HAS CO-RELATION WITH ORGANIZATIONAL

PERFORMANCE (COMPARE LOCAL WITH MNCS) (HR OPERATION

INCLUDES JOB ANALYSIS, MANPOWER PLANNING,  RECRUITMENT
AND SELECTION, ORIENTATION & PLACEMENT, PERFORMANCE
MANAGEMENT, COMPENSATION MANAGEMENT, TRAINING &
DEVELOPMENT, HRIS, INDUSTRIAL & LABOR RELATIONS,
EMPLOYEE WELFARE AND EMPLOYEE ENGAGEMENT AND OTHER
FUNCTIONAL AREAS)

TRAINING AND DEVELOPMENT:

Training describe that a try to do better all the time requires humans to work harder and improve
the quality of their products and services through amplify new knowledge and skills. Employees’
training is an investment for future gains whereby education and skill levels of employees are
enhanced. This ensures availability of more productive and dedicated staff. Such employees
deliver better performance and sequentially enhance profitability of the organization. With
increased profitability, the organization is able to dedicate more effort and funds towards
training; thereby, a highly productive and synergistic cycle begins. (Rana, M. H., & Malik, M. S.,
2017)
Employee development and organizational performance observed the positive relationship
between the human resource development and organizational performance. The cooperative
goals of the organizations can be shared and applied through knowledge, employee’s capacity
and competence hold by the organization through training and encouraging environment.
Elaboration in productivity and business performance elaborate the Future returns. Future returns
depend on the employee’s competence and abilities. Personnel training and development and
organizational development contribute to release human expertise and to enhance performance.
Low level of performance management programs and low employee development limited the
industrial performance. The employee development depends on training and promotion. (Hamid,
M., Maheen, S., Cheem, A., & Yaseen, R., 2017)

COMPARISON OF LOCAL WITH MNCS:

The provision of training opportunities to employees to improve their knowledge and problem-
solving abilities is an important part of high performance work system .MNCs depend on the
development of global workers; thus they often focus on soft HRM policies and practices that
lead to the overall development of employees’ human and social capital as well as their cultural
intelligence so that they can operate, potentially, across the globe. Although several governments
in Pakistan have prioritized skill development, these priorities may not have influenced firm
activities. The existing evidence indicates that MNC subsidiaries provide better training and
career opportunities to workers in Pakistan. This may reflect a recommendation culture to offer
training, learning and development opportunities to those managers who are well connected
rather than to those who merit them or to a wide group of employees. Therefore, MNC
subsidiaries in Pakistan are more likely than local firms to provide training, learning and
development opportunities to their employees. (Ahmad, M., Allen, M. M. C., Raziq, M. M., & ur
Rehman, W., 2019)

ORIENTATION AND PLACEMENT

It is very challenging job for HR professionals to select best employees for the organization,
retain and control them. Generally the activities of HRM are human resource planning, job
analysis, recruitment and selection, orientation and placement, training and development,
performance and reward management, compensation and benefits, health and safety etc. (Manna
Akter Lina, Md. Monsur Ali, Md. Azmir Hossain., 2016)

COMPARISON OF LOCAL WITH MNCS:

HRM policy orientations and standardization of HRM practices has identified three different
policy orientations in the HRM practices of multinationals’ foreign subsidiaries – ethnocentric,
polycentric, and geocentric. HRM policy orientations have a significant impact on the
configurations of organizations. MNCs with ethnocentric policy orientations usually apply
‘exportive’ HRM approaches, those with polycentric orientations apply ‘adaptive’ approaches,
and those with geocentric orientations apply ‘integrative or best practice’ approaches.
Ethnocentric orientations pressurize subsidiaries to adopt HQs’ (Head Quarter) prescriptions,
which ultimately leads to the global convergence of management practices. Polycentric
orientations allow greater autonomy to subsidiaries, enabling them to develop divergent practices
and adopt host-country-specific HRM practices. Geocentric corporations are likely to take more
complex approaches, identifying global best practices regardless of MNCs’ nationalities or
countries of operation and allowing subsidiaries to find a balance between convergence and
divergence in management practices. (Mahmood, M., 2014) In local firms, orientation is
considered as informal orientations in which employees are directly put on job. Informal
programs promotes innovative ideas but choice depends on management’s goals.

1. Rana, M. H., & Malik, M. S. (2017). Impact of human resource (HR) practices on

organizational performance. International Journal of Islamic and Middle Eastern
Finance and Management
https://sci-hub.tw/10.1108/imefm-04-2016-0060

2. Hamid, M., Maheen, S., Cheem, A., & Yaseen, R. (2017). Impact of Human Resource
Management on Organizational Performance. Journal of Accounting & Marketing
https://sci-hub.tw/10.4172/2168-9601.1000213

3. Ahmad, M., Allen, M. M. C., Raziq, M. M., & ur Rehman, W. (2019). Converging HRM
practices? A comparison of high performance work system practices in MNC
 subsidiaries and domestic firms in Pakistan. Employee Relations: The International
Journal
https://sci-hub.tw/10.1108/er-01-2018-002

4. Manna Akter Lina, Md. Monsur Ali, Md. Azmir Hossain. June 2016. Contemporary
Challenges of Human Resource Management. International Journal of Ethics in Social
Sciences Vol.4, No. 1
http://www.crimbbd.org/wp-content/uploads/2016/11/12.-Manna-Akter.pdf

5. Mahmood, M. (2014). Strategy, structure, and HRM policy orientation: Employee

recruitment and selection practices in multinational subsidiaries. Asia Pacific Journal of
Human Resources
https://onlinelibrary.wiley.com/doi/full/10.1111/1744-7941.12057