Sri Lankan Application in HRM & IR-4345

Individual assignment
Reviewing human resource management practices - A report based on
selected leading computer hardware company in Colombo district

J.G. Janaka Manoj Jayaweera

CPM: 15302 / MC: 80160
Department of Human Resources Management
University of Sri Jayewardenepura

1
 Acknowledgement

In preparation of my individual assignment, I needed to take the guidance and direction of

some regarded persons, who deserve my deepest gratitude and profound appreciation. I

would like to show my gratitude to the lecturer and coordinator of Sri Lankan Application in

HRM and IR subject (HRM 4345) Senior Prof. K.H. Hemantha Kottawatta, for giving me a

good guideline for this assignment preparation.

Furthermore, I would like to thank human resource manager and staff members of the human

resource management department of my internship provider organization. I would also like to

express my appreciation to everyone who have directly and indirectly assisted and guided me

in preparing this assignment.

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 Table of Contents

Acknowledgement................................................................................................................................2
Table of Contents.................................................................................................................................3
Introduction of the selected company –Debug Computer Peripherals (pvt)...................................8
Ltd........................................................................................................................................................8
History of the company........................................................................................................8

Vision.....................................................................................................................................9

Mission.................................................................................................................................9

Products and suppliers........................................................................................................9

4. CCTV systems..............................................................................................................10

Debug is a leading manufacturer and supplier of video surveillance products specializing

the CCTV cameras and CCTV systems...............................................................................10

5. Suppliers and accessories..............................................................................................10

Debug suppliers and accessories include ink cartridges, ribbon cartridges, toner cartridges
and projector accessories......................................................................................................10

Organizational structure of Debug Computer peripherals (Pvt) Ltd............................................10

Structure of HR Department............................................................................................................11

3
 Director/General
Manager

Head of Human
Resources

Senior HR
Senior HR
Assistant(Talent
Assistant(Payroll)
Acquisition)

HR
HR Assistant
Assistant(Payroll)

HR Intern HR Intern

..............................................................................................................................................12

Job design...........................................................................................................................................14
Definition for job designing...............................................................................................14

Objectives of job design in Debug Computer Peripherals (pvt) Ltd.............................14

Job design techniques in Debug Computer Peripherals (pvt) Ltd................................14

Job design process of Debug Computer peripherals (Pvt) Ltd......................................15

2. Task analysis........................................................................................................................15
3. Design the job......................................................................................................................16
4. Implementing the new job design gradually........................................................................16
5. Re-evaluating job design on a continual basis.....................................................................16
Job analysis........................................................................................................................................17
Objectives of job analysis in Debug Computer Peripherals (pvt) Ltd..........................17

4
 Job analysis process...........................................................................................................17

Recruitment.......................................................................................................................................20
Objectives of recruitment in Debug Computer Peripherals (pvt) Ltd..........................20

Objectives of recruitment..................................................................................................20

Recruitment process...........................................................................................................20

Selection.............................................................................................................................................23
Objectives of selection process of Debug Computer Peripherals (Pvt) Ltd..................23

Selection process.................................................................................................................23

2. Preliminary Interview...........................................................................................................23
4. Employment Interview.........................................................................................................24
5. Checking References/ Background investigation..................................................................24
Background investigation is a special investigation to reveal real background of the job applicant.
(Opatha,2009). Organization expect to gather information about academic, employment, personal
and financial background of applicants. Information is gathered by mail in writing or by
telephone......................................................................................................................................24
6. Medical Examination...........................................................................................................24
7. Selection of the most appropriate candidate.........................................................................24
Hiring.................................................................................................................................................26
Objectives of hiring process of Debug Computer Peripherals (Pvt) Ltd......................26

Hiring Process.....................................................................................................................26

Induction............................................................................................................................................29
Objectives of induction process of Debug Computer Peripherals (Pvt) Ltd................29

Induction process...............................................................................................................29

Training and Development...............................................................................................................32

Definition of Training........................................................................................................32

Definition of Development.................................................................................................32

Objectives of training and development process of Debug Computer Peripherals (Pvt)

Ltd........................................................................................................................................32

Training process.................................................................................................................32

Performance management................................................................................................................35
Definition of performance evaluation...............................................................................35

5
 Objectives of performance evaluation process of Debug Computer Peripherals (Pvt)
Ltd........................................................................................................................................35

Performance evaluation process.......................................................................................35

pay management................................................................................................................................38
Definition of pay management..........................................................................................38

Objectives of pay management process of Debug Computer Peripherals (Pvt) Ltd...38

Pay management process...................................................................................................38

Incentive management......................................................................................................................41
Definition of incentives......................................................................................................41

Objectives of incentive management process of Debug Computer Peripherals (Pvt)

Ltd........................................................................................................................................41

Incentives management process........................................................................................41

Welfare management........................................................................................................................44
Definition of welfare...........................................................................................................44

Objectives of welfare management process of Debug Computer Peripherals (Pvt) Ltd

..............................................................................................................................................44

Welfare management.........................................................................................................44

Welfare facilities of Debug Computer Peripherals (Pvt) Ltd........................................44

Discipline management.....................................................................................................................46
Definition of discipline.......................................................................................................46

Objectives of discipline management process of Debug Computer Peripherals (Pvt)

Ltd........................................................................................................................................46

Discipline management process of Debug Computer Peripherals (Pvt) Ltd................46

Health and safety management........................................................................................................48

Definition of health and safety..........................................................................................48

Objectives of health and safety management process of Debug Computer Peripherals

(Pvt) Ltd..............................................................................................................................48

Discipline management process of Debug Computer Peripherals (Pvt) Ltd................48

Employee movements........................................................................................................................50
Objectives of employee movements of Debug Computer Peripherals (Pvt) Ltd..........50
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 Transfers.............................................................................................................................50

Service extension................................................................................................................50

Resignation and retirement...............................................................................................50

Human resource planning.................................................................................................................53

Objectives of Human Resource Planning in Debug Computer Peripherals (pvt) Ltd 53

Human resource planning process...................................................................................53

Green human resource management...............................................................................................57

Meaning of Green...............................................................................................................57

What is green HRM?.........................................................................................................57

Sustainability......................................................................................................................58

Integration of sustainability into HRM............................................................................58

Importance of Green HRM...............................................................................................62

What is HR analytics.........................................................................................................................64
HR metrics and Analytics..................................................................................................64

Different types of HR analytics.........................................................................................65

Human Resource Information Systems (HRIS)..............................................................................68

What is a Human Resources Information System (HRIS)?...........................................68

A HRIS offers HR, payroll, benefits, training, recruiting and compliance solutions...................68
Some of the most popular modules are:.......................................................................................68
According to the article published by Maggie,(2018) following points can be identified as new trends
in HRM................................................................................................................................................69
Globalization and its implications....................................................................................69

Work-force Diversity.........................................................................................................69

Changing skill requirements.............................................................................................70

Corporate downsizing........................................................................................................70

Continuous improvement programs................................................................................70

Re-engineering work processes for improved productivity...........................................71

Mass Customization...................................................................................................................71
Suggestions to improve the HRM Practices.....................................................................................72
Conclusion..........................................................................................................................................73

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Introduction of the selected company –Debug Computer Peripherals (pvt)

Ltd

History of the company

Debug computer peripherals (Pvt) Ltd is one of the leading company in information and
communication technology industry in Sri Lanka. Starting as a home based operation in
1989, the company today has 11 branches across island wide with a workforce of over 330
and a dealer network of 650.Today, Debug plays a major role in helping to shape the role of
responsible distribution of high quality IT products and servicing of such items. In 1997,
Epson-Japanese digital imaging solutions company joined with the Debug with the objective

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of meeting the growing demands of the printing and imaging market with its innovative

product n

Vision
“An organization with a vision for tomorrow’s innovative solutions”

Mission
“We are a professional organization, providing an exceptional standard of customer
satisfaction through our commitment to always maintaining the highest level of quality,
integrity and dedication in the marketing, distribution and servicing of every IT product
represented by us”

Products and suppliers

1. Printers

Debug offers wide varieties of printers and repairing services, including inkjet printers, all-in-
one printers, dot matrix printers, laser printers and TM printers.

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 2. Scanners

Debug provides wide range of scanners that provides widest applications for homes, offices
and graphic art professionals

3. Projectors

Debug offers complete range of ultra-portable to super bright multimedia projectors for
presentations.

4. CCTV systems
Debug is a leading manufacturer and supplier of video surveillance products specializing the
CCTV cameras and CCTV systems.
5. Suppliers and accessories
Debug suppliers and accessories include ink cartridges, ribbon cartridges, toner cartridges
and projector accessories.

Organizational structure of Debug Computer peripherals (Pvt) Ltd

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 CEO/ Chairman

Board Of Directors

Heads of the Departments

Managers

Assistant Managers

Senior Executives

Executives

Assistants

Trainees & Interns

Office Attendants

Structure of HR Department

11
 Director/General
Manager

Head of Human
Resources

Senior HR
Senior HR
Assistant(Talent
Assistant(Payroll)
Acquisition)

HR
HR Assistant
Assistant(Payroll)

HR Intern HR Intern

12
 Traditional
Human resource
management
functions of
Debug Computer
Peripherals (Pvt)
Ltd

13
Job design

Definition for job designing

The function of arranging task, duties and responsibilities into an organizational unit of work.
(Opatha, 2009).

Job design is the personnel or engineering activity of specifying the contents of job, the tools
and techniques to be used, the surrounding of the work, and the relationship of one job to
another. (Glueck, 1978)

Objectives of job design in Debug Computer Peripherals (pvt) Ltd

The main purpose of job design of Debug Computer Peripheral (pvt) is to increase the
productivity and overall success of the organization. Apart from them, improving quality and
quantity of goods and services, reducing operations costs are other objectives of job design.

Job design techniques in Debug Computer Peripherals (pvt) Ltd

There are several techniques which can be used for designing and redesigning jobs in the
organization. Our company uses scientific method, job enlargement, professional technique.

1. Scientific method: A technique derived from scientific management. Basic objective

of this technique is to maximize the organizational productivity by maximizing
employee efficiency. Acquiring a maximum output by reducing time, effort and
expenditure required to finish the task/duty as much as possible is emphasized. This
results in a more specialized job that has a shorter job cycle, which is the necessary
time to complete every duty in the job for once. (Opatha, 2009)
 Our internship provider organization uses scientific method in the job design
process. Organization has engineering division and it performs assembling and
repairing printers, scanners, projectors and CCTV systems. In that attempt,
assembling process is divided into distinct small parts and these small parts
can be identified as duties. After that by grouping a limited number of small
parts, job is created and it is assigned to relevant employee in the engineering
division.

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 2. Job enlargement: Job enlargement involves increasing the number of duties and
expand the scope of job by including a new related duty or duties in addition to
current duties. (Opatha, 2009)
 Our internship provider organization uses job enlargement method in the job
design process. For example, our organization has added some customer
service tasks for administrative staff. Objectives of job enlargement is to
reduce autonomy and to increase work flexibility.

3. Professional technique: Professional technique means designing jobs according to

certain accepted professions. For example, some jobs in an organization can be
designed so that professional such as accountants, physicians, engineers and lawyers
are employed. (Opatha, 2009)
 Our internship provider organization uses professional technique. For
example, organization has professional engineers in engineering division.
Organization takes the law counselling services by professional lawyers on
contract basis. Finance division has charted accountants and auditors.

Job design process of Debug Computer peripherals (Pvt) Ltd

1. Assessment of current work practices

Under the initial step of job design, organization examines and discusses the process with the
workers and supervisors involved. Then they ensure that whether job design process is clear,
correct and compatible with organizational necessities and requirements, after that changes
and justifications are done.

2. Task analysis
Under the task analysis, they analyze the job and determine exactly what the tasks are. After
that they figure out / determine what equipment and workstation features are significant for
completing the works or tasks.

3. Design the job

Under third step, organization examine the methods and strategies for doing the work,
rest/work schedules, equipment facilities, training requirements, and workplace changes.

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After that they combine the different tasks so each one differs mental activities and body
position.

4. Implementing the new job design gradually

Organization will train workers in the new procedures and use of different equipment and
allow for an adjustment period and time to acquire experience with the new job design.

5. Re-evaluating job design on a continual basis

Under the last step, organization make significant adjustments. Then job design process
should reevaluate and reconsider on continual basis and based on the requirements, relevant
adjustments and corrections need to be done. Involvement of all parties increases
communication and understanding also.

Assessment of current
work practices

Task analysis

Desigining the job

Implementation the new

job design gradually

Re-evaluating njob design

on a continual basis

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 Job analysis

The function of systematically investigation of jobs and job holder characteristics in order to
create a collection of job information.

There are

1.Job Description

2.Job Specification (Opatha, 2009)

Objectives of job analysis in Debug Computer Peripherals (pvt) Ltd

There are two main objectives of conducting job analysis

 To create the job description and job specification

 To generate an appropriate and contended employee workforce which gives
maximum individual contribution to organizational success

In the Human Resource Management practice at Debug Computer Peripherals (Pvt) Ltd, job
analysis uses for gather information for serving the informational needs of a wide range of
functions leading to right management of people at work in the organization.

 Observation
 Interviews
 Questionnaire-Structured, Open-ended or both
 Employee logs

Job analysis process

1. Defining the objectives: The initial phase in the job analysis process is defining the
objective of the job analysis. The objective could be either of the following:

o Redesign the job description

o Revise the compensation program/pay program

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 o Change the organization structure

o Redesign the job in a particular department.

Once the objective is selected, it should be well communicated to the top management
because with its support only, the changes can be made in the organization.

2. Preparing the job Analysis: After setting an objective, the kind of jobs that are to be
analyzed are selected, whether the clerical and administrative jobs, managerial jobs, division
specific job, etc. Additionally, the members who are included in the analysis and the methods
to be used are recognized. At this stage, the complete review of the current job description is
done to have a fair and reasonable insight of the duties, responsibilities, organization chart,
working conditions, hazards, etc. that exist in a specific set of jobs.
3. Performing the Job Analysis: The following stage in the process is to perform actual
job analysis. Here, an adequate time should be allocated for collecting the job details from the
employees. The information from the employees can be collected through questionnaires,
interviews, or through an observation method. Once the information gets collected, it needs to
be sorted and arranged on the basis of its nature, division, department.
4. Designing Job Descriptions and Job Specifications: At this stage, the Human resource
manager prepares a draft of the job description and the specifications. After sorting and
arranging of the information, the changes that need to be made in the jobs is identified and is
written on paper. Once the draft gets prepared, it is circulated to the managers and
administrative officers, supervisors, and the employees.
5. Control Job Descriptions and Job Specifications: This is the last step in the process of
job analysis wherein the job descriptions, and the specifications are timely checked, modified
and altered according to the changing needs of the organization.

The job analysis results in the job description and the job specification. The Job description
comprises of job duties, the level of responsibilities, working conditions, etc. and whereas the
job specification tells about the skills, education, background, qualification, training,
communication skills required to perform a specific job. (Opatha, 2009)

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 Defining objectives

Preparinging job analysis

Performing job analysis

Designing job description

and job specification

Controlling job designing

and job specification

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Recruitment

The process of finding and attracting qualified people to apply for employment (Opatha,
2009)

Recruitment is that set of activities an enterprise uses to attract job candidates who have the
abilities and attitudes needed to help the enterprise achieve its objectives. (Glueck, 1979)

Objectives of recruitment in Debug Computer Peripherals (pvt) Ltd

The main purpose of recruitment of our internship provider organization is to generate and
provide a pool of suitable qualified job candidates. There are some other objectives of
recruitment also.

Objectives of recruitment
1. Ensuring uninterrupted, continuous business process
2. Identifying present and future personnel requirements
3. Acquiring of maximum number of applicants
4. Improving cost effectiveness
5. Accelerating the selection process

Recruitment process
1. Recruitment Planning
The initial step pursued by an organization under recruitment process is planning.
Recruitment planning includes to draft a comprehensive job specification for the relevant
vacant position, delineating its major and minor responsibilities; the skills, experience and
qualifications required; grade and level of pay/compensation; starting date of employment;
whether position is temporary or permanent; and mention of special conditions, if any,
attached to the job to be filled. These things will be deciding and plan by organization under
recruitment planning.

2. Strategy Development:
After identifying how many with what qualifications of candidates are required, the next step
involved in this regard is to devise an appropriate strategy for recruiting the candidates in the
organization.

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The strategic considerations that should be considered may include issues like whether to
prepare the required applicants themselves or hire it from outside, what type of recruitment
method to be utilized, what geographical region be considered for searching the applicants,
which source of recruitment to be practiced, and what sequence of activities to be followed in
recruiting candidates in the organization. These things will be decided under step of strategy
development.

3. Searching/ Looking
This step involves attracting or pulling job seekers to the organization. There are broadly two
sources used to attract candidates. They are inner sources and outer sources. Inner sources
include word of mouth, job posting and bidding, intranet and succession plans. Outer sources
include external employee referrals, educational institutions, employment agencies and
professional institutions.

4. Screening:
Screening is one of the integral part of recruitment process. Under this step, applications are
screened and shortlisted.

Job specification is most important tool in screening. Applications are screened against the
qualification and capability, knowledge, skills, abilities, interest and experience mentioned in
the job specification. Those who do not qualify are straightway eliminated from the selection
process.

The techniques utilized for screening candidates may differ depending on the source of
supply and method and techniques used for recruiting. Preliminary applications, de-selection
tests and screening interviews are common techniques used for screening the candidates.

5. Evaluation and Control

Evaluating the success of recruitment effort happens under this step. Under the evaluation,
organization ensure that whether the organization has achieved general focus of recruitment
that is to provide an organization with a pool of suitably qualified job applicants.

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 Recruitment
Planning

Strategy
development

Searching

Screening

Evaluation and
control

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Selection

The process of making the choice of the most appropriate person from the pool of applicants
recruited to fill the relevant job vacancies (Opatha, 2009)

It includes determining applicants who have the highest capability to produce the desired job
performance. In the selection attempt, organization utilizes one or more methods to assess
candidates in order to make a decision as to their suitability to perform duties and
responsibilities of the jobs in an efficient and effective manner.

Objectives of selection process of Debug Computer Peripherals (Pvt) Ltd

The main purpose of selection process is to pick up the most suitable candidate who would
meet the requirements of the job in an organization. To meet this objective, the company
obtains and assesses information about the applicants in terms of age, qualifications, skills,
experience and the needs of the job are matched with the profile of candidates.

Selection process

1. Greeting of applicants

Under the first step of selectin process candidate is welcomed by the receptionist and send
him/her to HR Division.

2. Preliminary Interview 
This is a basic interview that is conducted to eliminate the candidates who are totally and
absolutely unfit to applicable job position in the organization. This remains the organization with
a pool of potentially fit applicants to fill the relevant applicable job vacancies.
3. Employment Tests  
Before an organization decides a suitable job for any individual, they need to assess their talents
and skills. Our internship provider organization has two tests namely easy test and management
trainee test. Easy test is given for non-managerial applicants while management trainee test is
given for managerial level applicants.

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 4. Employment Interview
The next step is the employee interview. Employment interviews are done with the intention
of identifying a candidate’s skills and ability to work in an organization in detailed manner.
An employment interview is critical for the selection of the right people for the right jobs at
right time.

5. Checking References/ Background investigation

Background investigation is a special investigation to reveal real background of the job
applicant. (Opatha,2009). Organization expect to gather information about academic,
employment, personal and financial background of applicants. Information is gathered by mail
in writing or by telephone. 
6. Medical Examination  

The medical exam is also an important step in the selection process. Utilizing the medical tests
organization examines the particular job applicant’s health and physical abilities and determine
whether the job applicant is in a sound healthy state in order to perform successfully tasks,
duties and responsibilities of the relevant applicable job

7. Selection of the most appropriate candidate

This is the last step in the selection process. After the candidate has successfully passed all
relevant written tests, interviews and medical examination, the employee is sent or emailed a
detailed appointment letter with appointment date, confirming his selection to the job.

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 Greeting of applicants

Preliminary interview

Skill / Knowledge
testing

Employment interview

Background and
reference checking

Medical examination

Selection of the most

appropriate candidate

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Hiring

The process of appointing the selected person to the post/job which is vacant. (Opatha, 2009)

Appointment of a certain person to a particular post involves formally asking that person to
do the post or assigning him/ her officially to it. It involves placing the selected employees on
the right positions of the jobs. (Opatha, 2009)

Objectives of hiring process of Debug Computer Peripherals (Pvt) Ltd

There are two main objectives of hiring process in our internship provider organization.

 Hiring process must execute a balanced evaluation component that accurately

measures the applicant’s capability to do the job, willingness to carry out the job and
ability to positively interfere with management, peers and subordinates.
 Hiring process must build a strong interest and willingness to become part of the
organization within the particular new employees.

Hiring Process

Our internship provider organization’s hiring process is more similar to the hiring process
which was introduced by Pro.Opatha,2009.

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 1. Preparation of appointment letter

Organization prepares an appointment letter that contains terms and conditions of

employment and give it to every job candidate who has been selected for a certain specific
post. Generally, appointment letter includes details about job, tasks and duties, special terms
and conditions, status of employment, probationary period, retirement age and other related
information, termination of employment and signature of the authorized person. (Opatha,
2009)

2. Notification to appointees

After taking the decision of selection and appointment, organization notifies to the successful
applicants by the relevant authorized manager/officer on behalf of the organization. Issuing
of appointment letter is usually done by registered post or email. . (Opatha, 2009)

3. Follow-up

Follow up attempt is carried to ensure whether the appointees accept the job offers or reject
because all the appointees might not be able to accept the job offers. Therefore, organization
follow up whether the applicants accept job offer or reject. (Opatha, 2009)

27
 4. Appointing from waiting list

When the certain appointee rejects a job offer the organization will have to decide an
alternative suitable candidate be hired. At such a situation, organization uses the waiting list
and appoint the next most appropriate job candidate. (Opatha, 2009) IN the practical scenario
of company, HR Department maintains separate CV folders for different positions.

5. Entering into the contract of employment

After the appointee has entered into the contract of employment he/she becomes a new
employee to the organization. (Opatha, 2009)

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Induction

Induction is the HRM function that systematically and formally introduces the new employee
to the organization, job, the work group to which new employee will belong and the work
environment where the new comer will work (Opatha, 2009)

Objectives of induction process of Debug Computer Peripherals (Pvt) Ltd

Following objectives are also being expected to achieve through induction.

1. To build confidence about self and the organization within the new employee.

2. To create the feeling of belonging and loyalty within the new employee.

3. To familiarize the new employee with the job and the job environment within a
shorter time.

4. To generate favorable attitude about peers, superiors, subordinates and the

organization in general.

5. To assist the new employee to contribute to organizational success more quickly.

Induction process

 Job induction is done by the HR manger, employee’s immediate superior and senior
HR assistants. Generally, induction process is arranged within two days.

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Days Time Activities
8.0 a.m.-08.30  Greeting and welcoming every new employees to
a.m. the organization
 Welcome speech is conducted by the human
resource manager
 Senior HR assistant describes about following
things.
 Nature of the Organization-Name of the
organization, Vision and mission, values, goals,
functions, products, organizational structure,
customers, top management and history of the
organization.
 Personnel policies, procedures and Rules-
Discipline management and health and safety
9.00- 12.00 a.m.
management
 Rewards-wages and salaries, incentives, welfare
First day of
facilities, pay days and leaves
induction
 Job and job Environment-Job title, location, job
objectives, tasks, duties and responsibilities,
targets and performance standards, working
conditions, tools and equipment’s
 Personnel-Supervisors, co-employees,
subordinates, trainers, employee councilor, HR
manager and staff

 Lunch
12.00-1.00 p.m.

 Tour to organization floors and introduce

 Canteen staff
1.00-3.00 p.m.
 Medical Centre
 Security division

3.00-4.30 p.m.  offering documents with Debug hand book

30
  Data gathering form
 Non-disclosure form
 Reference check form
 Police report request letter
 The new comer arrives to relevant department.
9.00-10.00 a.m.
After that,

Second day  Department Head, immediate superior and

of induction sectional heads welcome the new employee/s

to the organization
 Then departmental induction is conducted by
relevant department head, immediate superior and
10.00 a.m. -11.00
sectional heads
a.m.

Training and Development

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Definition of Training
It focuses on learning the skills, knowledge and attitudes required to initially perform a job or
task or improve upon the performance of current job or task. (Opatha, 2009)

Training is a systematic process of altering the behavior, knowledge and motivation of

employees in a direction to increase organizational goal attainment. (Glueck.F. William)

Definition of Development
The growth or realization of person’s ability and potential through the provision of learning
and educational experiences. (Armstrong, 2001)

Objectives of training and development process of Debug Computer Peripherals (Pvt)

Ltd
The main purpose of training and development is to expand job performance of the employee
at present or future compared with the past by increasing the required job related capabilities.
Training and development will also focus on followings also.

 Improving job related knowledge of employees

 Improving job-related skills
 Generating positive attitudes for proper organizational functioning.
 Improving employee’s motivation and overall efficiency and effectiveness of
employees.

Training process

Our internship provider organization’s training and development process is more similar to
the training and development process which was introduced by Pro.Opatha,2009.

1. Identifying training needs

Our internship provider organization recognizes training needs at 3 levels.

 Person needs Analysis-Who needs training in the organization and what are
the specific needs?
 Job needs Analysis-What should be taught in training so that the trainee can
perform the job successfully?
 Organization needs analysis-Where should training emphasis be placed in the
organization and what factors may affect training?

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 2. Prioritize training needs

Organization will identify diverse training needs after training needs analysis. Practically,
organization will not be able to meet all the training needs especially financial resources and
time are limited. Therefore, organization prioritize training needs according to the order of
relative significance.

3. Establishing training objectives

At this step, organization establish training objectives. Training objectives are established
based on identified training needs and it focuses on fulfilling recognized training needs.

4. Determining training evaluation criteria

Under this step, organization determine the training evaluation criteria and they can be
perceived as factors or elements of identifying success of the training program. These criteria
may be subjective or objective.

5. Designing the training program

In this step, organization will decide different aspects of training progremme.

 Content
 Method/ methods
 Trainers
 Duration of training period
 Time and place
 Meals and refreshments
 Payments and budgets

6. Implementation

In this step, organization practically carryout the designed training progremme. As planned
the training progremme, it is implemented on this step.

7. Evaluating the success of training progremme

33
At the final step, organization will evaluate the success of training progremme. Under this
step, organization gather the information about results of training progremme and measuring
the value of training progremme by using such information.

Identifying training
needs

Proritize training needs

Establishing training
objectives

Determining training
evaluation criteria

Designing the training

program

Evaluation

Evaluating the success

of training programme

Performance management

Definition of performance evaluation

The function that measures the degree of effectiveness and efficiency of employees in
performing their jobs. (Opatha, 2009)

According to management theorist, Glueck, (1979), PE is defined as the personnel activity by

means of which the enterprise determines the extent to which the employee is performing the
job effectively.

34
Objectives of performance evaluation process of Debug Computer Peripherals (Pvt) Ltd
There are different purposes of performance evaluation process in our internship provider
organization.

1. To identify and distinguish the existing job performance level of each employee
2. To recognize strengths and weaknesses of employees
3. To identify the training needs of each employee
4. To provide a fair and objective rationale in order to reward employs.

Performance evaluation process

1. Establishing objectives of PE process

Under the initial step, organization establish the objectives of performance evaluation
process. As mentioned in the above, those objectives are pursued by organization.

2. Formulating policies of performance evaluation process.

Under the formulation of policies, organization search answers for following question?

 Whose performance should be evaluated?

 When should employee performance evaluation done?
 How often should performance evaluation be done?
 Who should do performance evaluation?

3. Establish criteria and standards of performance evaluation

Under this step, organization decides what are the specific criteria and standards to be used in
judging employee performance. Quality of work, quantity of work, co-operation and initiative
are examples for criteria and standards.

4. Selecting method/s of performance evaluation

Under this step, organization decides different methods and techniques of job performance
evaluations. At this situation, organization consider about different situational factors such as
nature of job, purpose of evaluation, cost involved and so forth.

5. Designing evaluation forms and procedures

35
After selecting performance evaluation methods, organization take parts in designing PE
form and procedures. Under this step, organization also decides whether a common form and
procedure for evaluating performance of all jobs or separate forms procedures for different
job categories and employees.

6. Train evaluators

This step includes deciding who are the training personnel to do evaluation of employee job
performance in the organization. Then organization trains evaluators.

7. Appraise

Actual employee job performance is assessed under this step. Organization expects that
evaluator is supposed to evaluate actual job performance of employees in order to achieve
established objectives of performance evaluation.

8. Discuss performance evaluation results

This step involves discussing of performance evaluation results. Then organization arrange
performance evaluation feedback interview and provides PE feedback.

9. Review and renewal

Under this step, organization review its PE process and renew it based on new organization
requirements and updates.

36
 Establishing objectives of
performance evaluations

Formulating policies of
performance evaluations

Establish criteria and

standards of performance
evaluation

Select methods of
performance evaluation

Design evaluation form

and procedure

Train evaluators

Appraise

Discuss performance
evaluation results

Review and renewal

pay management

Definition of pay management

The process of development, implementation and maintenance of a base pay system which
adheres to external equity, internal equity and absolute equity. (Opatha, 2009)

37
Objectives of pay management process of Debug Computer Peripherals (Pvt) Ltd
With the intention of achieving following objectives, organization manage its pay
management process.

1. To control employment cost

2. To attract talented, capable, motivated and qualified workforce
3. To retain the attracted workforce within the organization
4. To encourage and motivate employees
5. To comply with legal law and regulations

Pay management process

1. Identifying organization’s overall strategy

As the first step of pay management process, organization examine its overall strategy. As
organization has group of companies, they are operating in different market types, different
level of maturity. Therefore, organization follow different strategies in different market
situations and align their compensation strategy and contents with these strategies.

2. Deciding compensation policy

Organization’s compensation policy is derived from organizational strategy and overall

human resource management policy. Therefore, our organization clearly specify its
compensation policy and it includes base pay, incentives and benefits.

3. Analysis of contingent factors

When formulating compensation plan, organization consider both internal and external
factors which affect the operation of human resource management. Conditions of human
resource market, cost of living, economic factors, social factors, various labor laws dealing
with compensation management are external factors. Internal factors include organization’s
ability to pay, work performance, seniority and skills.

38
 4. Design and implementation of compensation plan

After going through above steps, organization design its compensation plan incorporating
base compensation with provision of wage/salary increase over the time frame, different
incentive plans and benefits. After designing the compensation plan, it is implemented.
Implementation of compensation plan requires its communication to employees and putting
this into practice.

5. Evaluation and review

Generally, compensation plan is not a rigid and fixed one and it is dynamic since it is affected
by a variety of factors which are dynamic. Therefore, organization make evaluations and
reviews of compensation systems after implementing them.

Identifying organization’s
overall strategy

Deciding compensation
policy

Analysis of contingent
factors

Design and implementation

of compensation plan

Evaluation and review

39
Incentive management

Definition of incentives
An incentive is a special reward that drives an employee to perform beyond the normal level
of performance.

The group of activities involved in development, implementation and maintenance of a fair

and effective system of incentives to enhance the standard of living of employees. (Opatha,
2009)

Objectives of incentive management process of Debug Computer Peripherals (Pvt) Ltd

Organization expects to achieve following objectives through incentive management.

1. To improve the profit of a through a reduction in the unit costs of labor

2. To avoid or minimize additional capital investment for the expansion of the
production capacity
3. To achieve better utilization of manpower and effective personnel management
policy.

Incentives management process

40
 1. Initial internal assessment

Under the initial step, organization develops a clear understanding of business goals and
ensures all parties. Following steps are used under internal analysis.

 Conducting management reviews

 Reviewing roles and responsibilities
 Analyzing current compensation practices
 Analyzing current performance management schemes

2. External analysis

Under this step, organization analysis external factors through following steps.

 Selecting external benchmark jobs

 Conducting competitive analysis
 Determining the compensation/pay structure
 Comparing employee’s compensation

3. Design of short term and long term incentive plans

Under this step, organization develop a system for tracking performance, that means under
this step, organization verify that the plans they have developed are actually supporting the
business strategy as intended. Under this step, following steps are carried out.

 Determining appropriate levels of incentive awards

 Selecting performance measures
 Determining the incentive formula
 Presenting alternatives for considerations

4. Communication plans

Under the final step, organization effectively and adequately communicate its compensation
plan to workforce.

 Updating the compensation policy manual.

41
 Designing communication meetings

Initial internal
assessment

External analysis

Design of short
term and long term
incentive plans

Communication
plans

42
Welfare management

Definition of welfare
Employee welfare can be defined as providing facilities and comforts to employees of an
organization so that they will be able to lead a better level of living. (Opatha, 2009)

Welfare management refers to the group of activities involved in development,

implementation and maintenance of a fair and effective system of facilities and comforts to
enhance the standard of living of employees. (Opatha, 2009)

Objectives of welfare management process of Debug Computer Peripherals (Pvt) Ltd

With the intention of achieving following objectives, organization execute its welfare
management policy.

1. To enhance employee loyalty and morale

2. To improve employee motivation and satisfaction
3. To reduce employee turnover and absenteeism
4. To improve employee productivity and overall organizational productivity.

Welfare management
Welfare management refers to all the activities involved in the development, implementation
and on-going maintenance of a sound welfare system. (Opatha, 2009)

Welfare facilities of Debug Computer Peripherals (Pvt) Ltd

Following employee welfare services are provided by Debug company to their employees.

1. Recreational and social services

To provide recreational and social facilities is important for achieving special purposes such
as sound team behavior, appropriate interpersonal functioning (To accomplish a certain
objective), development of the sense of belongings to one group or family, resting and
minimizing job stress.

Our internship provider organization provides opportunities and facilities for picnic, social
get together and annual trips.

2. Funeral services

43
To many people, death can be considered as a time when all the possible helps and advices
are needed. To hold a funeral of one of family members or close relatives is a difficult task to
many employees financially. In this context, Debug company provides followings

 Granting a 7-day leave to the relevant employee in the event of the death or a
close relative
 Providing monitory and non-monetary assistances
 Providing a special loan with a special concessionary interest.
 Forming funeral society

3. Transport services

To provide transport facilities needed by employees to go from the home to working place
and from the working place to the home is important for eliminating or minimizing employee
absenteeism, lack of punctuality, early leaving from the work place and resultant problems
and grievances etc.

Debug company provides transport facilities and payments for its managers and executive
level employees.

4. Communication facilities

Managers of Debug company are received RS 2500 monthly payment as telephone facility
chargers

5. Feeding services

Providing facilities for foods and drinks is a better welfare facility. Provision of feeding
services more likely enhances employee health. It leads to lessen fatigue and stress.

Our internship provider organization provides meals for every employee when they are
participated in organizational functions and other days they provide meals at a subsidized
price.

44
Discipline management

Definition of discipline
Robbins (1982) defines that the term “discipline” refers to a condition in the organization
when employees conducted themselves in accordance with the organization’s rules and
standards of acceptable behavior.

The group of activities involved in planning and controlling behavior of employees in

compliances with the rules and regulations. (Opatha, 2009)

Objectives of discipline management process of Debug Computer Peripherals (Pvt) Ltd

Following objectives are expected to achieve in discipline management process.

1. To develop self-control among all the employees

2. To encourage employees to meet established rules of behavior
3. To protect employee’s organization and its image by illegal and harmful actions
4. To generate peaceful, fair and orderly working environment

Discipline management process of Debug Computer Peripherals (Pvt) Ltd

1. Verbal warning

When a disciplinary issue emerges, organization make conversation with relevant employee
and relevant department head, immediate superior and human resource manager. Then
organization convince to relevant employee about the severity of the situation. Then
organization discloses to the employee that organization have taken of the discussion and if
the employee does demonstrate improvement, an official written warning will be submitted to
HR.

2. Written warning

If the problem persists further, organization conduct a second conversation and document the
interaction. Then the particular employee should present with reasons why their behavior is
problematic and how and why it is expected to change. Then organization provides the
employee with a copy of this second written warning and provide another copy of the
documentation to the HR.

45
 3. Suspension and improvement plan

The third step of the employee discipline process includes giving an employee to a final
chance/opportunity to step away and reflect on what happen as well as to decide if they want
to make the effort to improve or correct the behavior. Then if the employee fails or refuses to
improve or correct behavior, organization takes steps to terminate employment.

4. Termination

If the employee still has not shown progress or continue to repeat unacceptable behavior,
organization make the case for a successful termination.

Communicate
standard

Informal
discussion

Verbal
warning

Writing
warning

Suspension

Investigative
suspension

Dismissal

46
Health and safety management

Definition of health and safety

The group of activities involved in creating, improving, maintaining the total health and
safety of employees. (Opatha, 2009)

Objectives of health and safety management process of Debug Computer Peripherals

(Pvt) Ltd
1. Establishing clear health, safety and well-being targets across the organization.
2. Maintaining an effective health and safety management system in the company
3. Raising employee’s health and safety awareness and provide training of health and
safety.
4. Minimizing health and safety incidents

Discipline management process of Debug Computer Peripherals (Pvt) Ltd

1. Identify hazards that may cause harm.

Organization assesses the health and safety risks and dangers faced by their workers. At the
same time, organization systematically check for possible physical, mental, chemical and
biological hazards.

2. Deciding who may be harmed and how.

Under this step, organization decides who is at risk (deciding employee categories like full
time and part time) At the same time, organization review work routines in all the different
locations and situations where their staff are employed. According to the employee’s health
and safety rules and regulations, organization has special duties towards the health and safety
of young workers, disabled employees, night workers, shift workers and pregnant or
breastfeeding women.

3. Assessing the risks and take action.

47
Under this step, organization consider how likely it is that each hazard could cause harm.
Then organization reduce the level of risk and each residual hazard has high, medium or low.

4. Making a record of the findings

Organization arrange committee of five staff members to write the main findings and it
includes details of any hazards noted in the risk assessment and action taken to reduce or
eliminate risk.

5. Reviewing the risk assessment

A risk assessment is kept under review in order to

 Ensure that agreed safe working practices continue to applied and

 Take account of any new working practices.

Identify hazards that

may cause harm.

Deciding who may

be harmed and how.

Assessing the risks

and take action.

Making a record of
the findings

Reviewing the risk

assessment

Employee movements

48
Employee movements refer to changes that occur with regard to the employment of
employees. (Opatha,2009)

The function that deals with the promotions, transfers, demotions, layoff, termination,
retirement and etc… in the right way at the right time. (Opatha,2009)

Objectives of employee movements of Debug Computer Peripherals (Pvt) Ltd

1. To increase the effectiveness of the organization.

2. To increase versatility and competence of key positions.
3. To deal with fluctuations in work requirements

Employee movements

Transfers
There are three main transfer categories conducting by the Debug Computer Peripherals (Pvt)
Ltd

 Annual transfers- after completing Four year working period employees are
transferred according to the transfer policy.

 Service reason transfer- employees who violate the accepted organizational rules,
policies and practices will be transfer as service reason transfer.

 Temporary transfer- Based on the reasonable factors like employee’s health

conditions and travelling issues particular employees will be provided temporary
transfers.

Service extension
As a private sector organization, retirement age of employees is 55. After the extension forms
received to HR division evaluates them with relevant employee’s department heads and
immediate superiors.

Resignation and retirement

Before one months of the resignation and retirement employee should inform their retirement
or resignation to the HR division. After that HR division takes actions like exist interviews,
returning goods and equipment from particular employee, temporary salary holding etc.

49
planning process and it is a one of the major. The organization practice is, when there is a
vacancy in a department, the relevant department head fills a MPR (Man Power Request
form) and send it to the HR department.

50
 Traditional
Human resource
management
functions which
are not practiced
in Debug
Computer
Peripherals (Pvt)
Ltd
51
Human resource planning

The process of determining future employee needs and deciding steps or strategies to achieve
those needs. (Opatha, 2009)

This involves calculating demand and supply of organization’s employees and maintains the
HR in an optimum amount and types by creating a balance between demand and supply.
(Graham and Bennet, 1992)

Following theoretical explanation will assist organization in establishing proper human

resource management practice within the organization.

Objectives of Human Resource Planning in Debug Computer Peripherals (pvt) Ltd

Our internship provider organization can implement following objectives related with human
resource planning.

 Obtaining and retaining right quantity and quality of people that requires an
organization
 Making the best use of human resources
 Anticipating the problems of potential surpluses or deficits of people
 Developing a well-trained and flexible workforce
 Reducing the dependence on external recruitment

Human resource planning process

1. Forecasting future demand/ interest for HR

Essentially, this includes estimating and assessing the types and quantities of
employees required for future. In this attempt, organization can consider the factors
affecting demand of human resources. It involves demand for products and services,
strategic plans of organization, employee’s deaths, resignations and retirements and
other external factors such as economic, social and political factors. (Opatha, 2009)
2. Estimating the HR supply
When estimating human resources supply, organization can consider two sources,
internal supply and external supply. Internal supply involves current employees who

52
 can be promoted and transferred to meet forecast needs. External supply consists of
people who are working in other organizations in similar industry and unemployed
job seekers. (Opatha, 2009)

3. Comparing forecast demand with estimated supply

Under this step, organization should compare and contrasts HR demand forecasted
with HR supply estimated. Then, organization can calculate net employee
requirements for the relevant applicable period .Net employee requirement can
determined by subtracting estimated supply from forecast HR demand. Values of net
employee requirements may be positive values or negative values. Positive value
means there is a surplus of employees with regard to the job being considered.
Negative value means shortage of employees with regard to the job being considered.
(Opatha, 2009)
4. Deciding strategies to be taken
After computing net employee requirements, organization can decide strategies that
needs to be taken. If there is surplus condition organization can take actions such as
hiring freeze, voluntary departure, early retirements, layoffs, reduction of reward
systems and termination. If there is shortage condition organization can take actions
such as hiring part time, full time, contract and casual employees, hiring permanent
full time employees and capital substitution. (Opatha, 2009)
5. Assess human resource planning effort
Every organization should assess human resource planning effort in order to
determine its impact on accomplishing organizational goals and objectives. (Opatha,
2009)

53
 Forecasting future demand
for HR

Estimating the HR supply

Comparing forecast
demand with estimated
supply

Decideing strategies to be
taken

Assess human resource

planning effort

54
New Human
resource
management
Applications

55
Green human resource management

Meaning of Green
The term “Green” can be identify as an adjective as well as a noun in the literature. The
Collins Birmingham University English Language Dictionary (1987) defines “green” as the
color of grass or leaves or leafy or verdant. The oxford Paperback Dictionary (1979) defines
‘green’ as the color between blue and yellow; the color of growing grass; covered with grass
or with growing leaves; unripe; not seasoned; immature; inexperienced; easily derived; pale
and sicky-looking. Oxford Leaner’s Online dictionary defines the term green as having the
color of grass or the leaves of most plants and trees: concerned with the protection of the
environment: supporting the protection of the environment as a political principle.

Thus, the term ‘green’ has different meanings in different contexts. Here the context is HRM
or managing people at work in an organization. ‘Green’ involves the nature or natural
environment. Hence, it is about nature. There are at least four meanings of the term ‘Green’
or ‘Greening’ in the context of HRM (Opatha, 2013; Opatha and Arulrajah, 2014).

They are:

1. Preservation of the natural environment

2. Conservation of the natural environment
3. Avoidance of minimization of environmental pollution
4. Generation of gardens and looking-like natural places.

Thus, there are four meanings of the term ‘Green’ or; Greening’. Logically four meanings can
be transformed into four roles which will have to be played by a person who wants to be a
green person. The four roles are preservationist, conservationist, non-polluter and maker.
Therefore, anyone who wish to become a manager or a non-manager supposed to perform
above mentioned four roles to become a green employee. (Opatha and Arulrajah, 2014).

What is green HRM?

Indeed, there is no much literature in respect of Green HRM as it is still an emerging field of
research. A research of the existing limited literature reveals only a few definitions.

 Jabbour, Santos and Nanago (2010) have defined Green HRM as the greening of
functional dimensions of HRM such as job description and analysis, recruitment,
selection, training, performance appraisal and rewards.

56
  Renwick, Redman and Maguire (2013) have defined Green HRM as the integration
of Corporate Environmental Management into HRM.
 “Green HRM is referred to all the activities involved in development, implementation
and on-going maintenance of a system that aims at making employees of an
organization green”. Under the green HRM context, it is concerned with transforming
normal employees into green employees so as to achieve organization’s environment
goals and finally to make a significant contribution to environmental sustainability.
“It refers to the policies, practices and systems that make employees of the
organization green for the benefit of the individual, society, natural environment and
the business.” (Opatha and Arulrajah, 2014).
 According to the (Opatha and Arulrajah, 2014), the ultimate purpose of green HRM
is to create, enhancer and retain green employees within an organization who gives
his/her maximum individual contribution to sustainability and green human resource
management.

Sustainability
According to the report titled “Our common Future” prepared by the World Commission on
Environment and Development (1987, as in Rompa, 2011), “sustainable development is
development that meets the needs of the present without compromising the ability of future
generations to meet their own needs”. This definition can be identified as one of the widely
recognized definition for sustainability and the according to that definition, there are three
fundamental components of sustainable development called economic growth, the
environmental protection and social equity. Therefore, sustainable future needs to be
economically viable, environmentally sound and socially equitable.

“The primary goal of sustainability is to ensure that whole systems remain healthy so as to
improve overall chances of well-being of individuals, societies and organizations.” (Opatha,
2019, p.2). At the same time, under the term sustainability, on human beings also need to
consider. Then the term sustainability needs to be applicable to them also.

Integration of sustainability into HRM

“Sustainable HRM is the part of Human Resource Management which is concerned with
planet -related matters, society related matters and profit-related matters. Its aim is to
maximize environmental, social, and economic performance of the organization. It refers to
the policies, procedures, rules, practices, and systems of managing employees which
contribute to achieve sustainability.” (Opatha, 2019, p. 31).

57
Although there is a scarcity of models with regard to sustainable HRM, one framework
developed by De Prins in 2011 and it was utilized by Irenr Rompa (2011) in an explorative
research on sustainable HRM. According to that framework, there are four perspectives to the
concept of sustainable HRM. They include psychological, sociological, strategic and green
approaches. (Opatha, 2019, p. 31).

Psychological perspective Sociological perspective

Focus on what drives and
Characterizes employees
 Employee development
 Flexibility
 Work-life balance
Focus on explicit connection
between interests of employer
employees and society
 Diversity
 Volunteer work
 Employee health
and safety

Strategic perspective Green perspective

Focus on long term interests of Focus on employee management

the organization as a whole and planet

 Selection and
performance
appraisal
 Development in
sustainability
 Green employer
branding

1. The Psychological approach: Under the psychological approach, it is focuses on

matters which employees themselves find important. According to De Prins (2011, as
in Rompa, 2011), “if employees are the center of a sustainable competitive advantage,
then the knowledge and fostering of what drives and characterizes them is of utmost
importance.” Relevant themes include self-development, autonomy, flexibility, and
wdork-life balance. (Opatha, 2019, p.30)

58
 2. The sociological approach: Under the psychological approach, it focuses on ‘societal
zing’ HRM practices and it involves explicit connection of the interests of the
employee, the employer and society. Relevant themes include engagement and health
policies, social themes like diversity, age conscious and family-friendly personnel
policies. (Rompa, 2011).

3. The Strategic approach: Strategic approach focuses on organization’s long term

orientation. Specifications of the related policies are still under review. (Rompa,
2011). It is basically striving for achieving a competitive advantage through utilizing
the human resources. (Opatha, 2019, p.30)

4. The Green approach: Under green approach, “it focuses on ways in which
employees and employee management relate to the planet which is one of the
components of the triple bottom line. This approach involves aspects which can help
‘green’ the organization and green employer branding.” (Opatha, 2019, p.30)

Aspects of HRM related with sustainability are sustainable HRM. Based on the concept of
triple bottom line, it is possible to envisage clearly that sustainable HRM has three
dimensions. They are planet related measurements incorporates natural angles or
commitments that HRM can make to ecological achievement and perfection. People-related
dimensions include employee and societal viewpoints or contributions that HRM can make to
societal excellence. Profit-related dimension includes profitability aspects or contributions
that HRM can make to financial performance or economic growth of the organization.
(Opatha, 2019, p. 30.)

59
First part is labeled as Green HRM while social HRM and economic HRM are utilized for
dimension two and dimension three respectively.

Sustainable HRM

Green HRM-Planet Social HRM- Economic HRM-

related matters Society related Profit-related
1. Green roles of
matters matters
employee 1. Organizational 1. High
2. Green HRM ethics performance
functions 2. Work-family organization
3. Green attitude balance 2. Employee
and behavior 3. Quality of retention
4. Green work-life 3. Absenteeism and
performance of 4. Health and presentism
job safety 4. Customer
5. Employee satisfaction
counselling 5. Competitive
6. Happiness business strategy
and HR strategy

Source: Adapted from Opatha (2019)

Therefore, it is affirmed that the basic purpose of Sustainable HRM is to create, upgrade, and
retain sustainability within each employee of the organization so that he or she gives a
maximum individual commitment to ecological, social and economic performance of the
organization. At that context, the role of HR department has an indispensable role in this
regard and is supposed to give a greatest aggregate commitment to environmental, social and
economic performance of the organization.

60
Importance of Green HRM
Current organizations are performing their business tasks and activities in the way of
environmentally destructive manner and that has caused to produce ecological issues.
According to Rugman and Verbeke (1998), environmental issues are one of the most
complex and significant managerial challenges of twenty-first century. It includes
environmental change, natural resources overconsumption, and reduction of biodiversity and
biological integrity and rapid destruction of natural resources. Organizations are responsible
for the environment degradation (Alshuwaikhat & Abubakar, 2008, Haden et al., 2009).
Therefore, organizations are consuming natural resources lavishly and greedy manner. That
behavior has destroyed the capacity of future generations to meet their own needs. Water
pollution, air pollution, noise pollution, soil pollution and radioactive pollution are some of
them. Natural disasters, climate changes, global warming are results of environmental
pollution. Therefore, to avoid health issues towards animal and other natural creatures,
ecologists and scientists emphasize on the extreme need of securing the natural balance for
the survival of the planet. Therefore, a wide range of business partners and researchers are
underscored the significance of supportable and green HR practices.

Therefore, every organization has legal as well as moral obligation to take part in corporate
ecological management activities. International Standards organization has introduced ISO
14001 standard and that specifies necessities for an effective environmental management
system (EMS). Millikan & Clair, (1996) states that green HRM becomes essential in order to
provide eco-friendly goods and services and operations, to manage corporate ecological
programs effectively and efficiently, and to overcome implementation challenges of
corporate environmental programs. Organization’s recruitment, performance management,
training and development, labor relations and reward practices ought to line up with
organization’s green HRM policies and strategies.

Therefore, by discussing why green HRM is important Opatha and Arulrajah (2014, p.105)
states:

“It is not an exaggeration to mention that here that the employees are the key to success or
failure of eco-activities of an organization. In fact, green HRM is important not only at the
organizational level but also at the employee or individual level. An employee has a private
life in addition to work life and therefore he or she is an employee at the work life domain
and a consumer at the private life domain. Environmentally friendly behavior in both life
domain is facilitated. Greening will be beneficial for the employee to get a significant

61
individual contribution to successful environmental corporate management and to become a
good citizen giving a significant contribution to environmental sustainability.”

In summary, when conclude these all facts and information, it is obvious that employers as
well as employees has a prime responsibility to create, develop and maintain the green HRM
practices and the success or failure of eco-activities of an organization depends on that
party’s involvement and commitment. Greening will be beneficial at individual level and to
become a good corporate citizen who contribute to environmental sustainability.

62
What is HR analytics

HR Analytics is also one of the important new HR trend. After browsing the web pages
related with HR analytics, following details can be found.

 HR analytics is also referred to as people analytics, workforce analytics or talent

analytics.

 Human Resource analytics is tied with analyzing and investigating an organizations’

people problems using data. It empowers organization to answer critical questions
about the organization.

 For example:

•How high is organization annual employee turnover and absenteeism?

•How much of organization’s employee turnover comprises of regretted loss?

•Which employee category will be the most likely to leave your company within a year?

HR analytics is the systematic identification and quantification of the people drivers of

business outcomes (Heuvel & Bondarouk, 2016).

HR metrics and Analytics

HR metrics are measurements or estimations used to determine the effectiveness and
efficiency of HR policies. Metrics help compare different data points. For instance, if
turnover was 5% last year and is now 7.5%, it has increased by 50%. The former are data
points; the latter is the metric.

HR analytics is the quantification of people drivers on business outcomes. Analytics

measures why something is happening and what the impact is of what’s happening.

How HR analytics helps Human Resource Management?

 Make better decisions by utilizing data

 Create a business case for HR interventions

 Test the effectiveness of these interventions

 Move from an operational partner to a tactical, or even strategic partner

63
Different types of HR analytics

 Capability analytics-

The success of business relies on the level of expertise and skills and ability levels of
workforce. Capability analytics is a talent management process that allows organization
to recognize the capabilities or core competencies want and need in business settings.

Competency acquisition analytics

 Talent matters, and the acquisition and management of talent is frequently a critical
factor in business growth and development. Competency acquisition analytics is the
process of assessing how well business acquires the desired competencies.
Organization need to begin by identifying the core competencies that business
requires now and in the future. Then organization need to assess and survey the
current levels of these competencies within business and identify any gaps.
Organization can then monitor how effective organization are at developing these
competencies in-house or spotting and recruiting candidates with those competencies.

 Capacity analytics

 Capacity affects income. Capacity analytics seeks to establish how operationally

efficient people are in a business,

 e.g., are people spending too much time on admin and not enough on more profitable
work? It also allows businesses to establish of how much capacity they have to grow?

 Employee churn analytics

 Hiring employees, training them and then incorporating them into the business costs
time and money. Employee churn analytics is the process of assessing organizational
staff turnover rates in an attempt to predict the future and reduce employee churn.
Historical employee churn can be identified through traditional KPIs such as the
employee satisfaction index, employee engagement level and staff advocacy score.
Surveys and exit interviews are also useful tools.

 Corporate culture analytics

 Culture is notoriously difficult to pin point and even harder to change. It is essentially
the collective (often unspoken) rules, systems and patterns of behavior that embody

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 the business. Corporate culture analytics is therefore the process of assessing and
understanding more about organization’s corporate culture or the various cultures that
exists across the organization. This then enables organization to track changes in
culture that would like to make, understand how the culture is changing, create early
warning systems to detect toxic cultures in their development and ensure you are
recruiting people that don’t conflict with the corporate culture.

Recruitment channel analytics

 Employees represent the greatest cost and greatest opportunity in most businesses.
Recruitment channel analytics is the process of working out where Organization’s
best employees come from and what recruitment channels are most effective.
Recruitment channel analytics will include some historical assessment of employee
value using KPIs such as human capital value added and return per employee.
Surveys and entry interviews are also useful sources of data.

 Leadership analytics

 Poor leadership and irresponsive behavior prevents a business from fulfilling its
potential. Leadership analytics unpacks the different dimensions of leadership
performance via data to uncover the good, the bad and the ugly. Data about leadership
performance can be gained through the use of surveys, focus groups, employee
interviews or ethnography.

 Employee performance analytics

 Business needs capable high-performing employees to survive and thrive. Employee

performance analytics seeks to assess individual employee performance. The resulting
insights can identify who is performing well and who may need some additional
training or support in order to raise their game.

 Careers in Human Resources Analytics

 One of the most common careers within the field of human resources analytics is that
of a human resource analyst. This position involves the completion of human
resources administrative work such as:

 -Administers assigned functions, including but not limited, to compensation studies,

recruitment, benefits administration, and employment analysis

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 -Collects and analyzes information

 -Tracks developments and trends in specific functional areas

 -Performs research, conducts studies, and prepares reports

 -Recommends, reviews, and interprets policies

 -Participates in working councils, committees, and groups

 -Ensures compliance with established regulations and policies

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 Human Resource Information Systems (HRIS)

HRIS is also one of the important new HR trend. After browsing the web pages related with
Human resource management systems, following details can be found.

What is a Human Resources Information System (HRIS)?

A HRIS, or Human Resource Information System, is a software solution for small to

medium scale businesses to help automate, computerize and manage their HR, payroll,
management, bookkeeping and accounting activities.
A HRIS generally should provide the capability to more effectively plan, control and
manage HR costs; achieve improved efficiency and quality in HR decision making; and
improve employee and managerial productivity and effectiveness
.
A HRIS offers HR, payroll, benefits, training, recruiting and compliance solutions

Most are flexibly designed with integrated databases, a comprehensive array of features,
and powerful reporting functions and analysis capabilities that need to manage workforce.
This can give back hours of the HR administrator’s day previously spent attending to routine
employee requests.

A HRIS also facilitates and encourages communication processes and saves paper by

providing an easily-accessible, centralized location for company policies, announcements. An
affordable Human Resource Information System (HRIS), , allows companies to manage
their workforce through two powerful main components: HR & Payroll. In addition to these
essential software solutions, HRIS offers other options to help companies understand and
fully utilize their workforce’s collective skills, talents, and experiences.

Some of the most popular modules are:

 Organization charts - (Create professional looking, dynamic organization charts)
 Employee self-service- (Employees can update personal information and view
benefits elections, absence transactions, time-off balances and payroll information)

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 Benefits Administration (Save paper and postage, take weeks off the benefits open
enrollment period, reduce administration time, and improve data accuracy)
 Track training for employees

According to the article published by Maggie,(2018) following points can be identified as

new trends in HRM.
Globalization and its implications
Globalization and rise of multinational corporations places new requirements on human
resource managers. The HR department needs to ensure that the appropriate blend of
employees in terms of knowledge, skills and cultural adaptability is available to handle and
deal global assignments. In order to meet this goal, the organizations must train individuals to
meet the challenges of globalization. The employees must have working knowledge of the
language and culture (in terms of values, morals, customs and laws) of the host country.
Expatriate management and international HRM will be an important part.

Human Resource Management (HRM) must also develop mechanisms that will enable
multicultural individuals work Therefore, HRM would be required to train management to be
more flexible in international HRM and expatriate management.

Work-force Diversity
In the past HRM was considerably simpler because work force was strikingly homogeneous.
Today’s work force comprises of people of different gender, age, social class sexual
orientation, values, personality characteristics, ethnicity, religion, education, language,
physical appearance, marital status, lifestyle, beliefs, ideologies and background
characteristics such as geographic origin, tenure with the organization, and economic status
and the list could go on. At the same time diversity is critically linked to the organization’s
strategic direction. Where diversity flourishes, the potential benefits from better creativity
and decision making and greater innovation can be accrued to help increase organization’s
competitiveness. One means of achieving that is through the organization’s benefits package.
This includes HRM offerings that fall under the heading of the family friendly organization.
A family friendly organization is one that has flexible work schedules and provides such
employee benefits such as child care. In addition to the diversity brought by gender and
nationality, HRM must be aware of the age differences that exist in today’s work force. HRM
must train people of various age groups to effectively manage and to deal with each other and

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to respect the diversity of views that each offers. In situations like these a participative
approach seems to work better.

Changing skill requirements

Recruiting and developing skilled labor is important for any company concerned about
competitiveness, productivity, quality and managing a diverse and complicated work force
effectively. Skill deficiencies and lacks translate into significant losses for the organization in
terms of poor-quality work and lower productivity, increase in employee accidents and
customer complaints. Since a growing number of jobs will require more education and higher
levels of language than current ones, HRM practitioners and specialists will have to
communicate this to educators and community leaders etc. Strategic human resource planning
will have to carefully weigh the skill deficiencies and shortages. HRM department will have
to devise suitable training and short term programs to bridge the skill gaps & deficiencies.

Corporate downsizing.
Whenever an organization attempts to delayer, it is attempting to create greater efficiency and
productivity. The main purpose of downsizing is to reduce the number of workers employed
by the organization. HRM department has a very important role to play in downsizing. HRM
people must ensure that proper communication must take place during this time. They must
minimize the negative effects of rumors and ensure that individuals are kept informed with
factual data. HRM should also deal with actual layoff. HRM department is key to the
downsizing discussions that have to take place.

Continuous improvement programs

Continuous improvement programs focus on the long term well-being of the organization. It
is a process whereby an organization focuses on quality and builds a better foundation to
serve its customers. This often involves a companywide initiative to improve quality and
productivity. The company changes its operations to focus on the customer and to involve
workers in matters affecting them. Companies strive to improve everything that they do, from
hiring quality people, to administrative paper processing, to meeting customer needs.

Unfortunately, such initiatives are not something that can be easily implemented, nor dictated
down through the many levels in an organization. Rather, they are like an organization wide
development process and the process must be accepted and supported by top management
and driven by collaborative efforts, throughout each segment in the organization. HRM plays
an important role in the implementation of continuous improvement programs. Whenever an

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organization embarks on any improvement effort, it is introducing change into the
organization. At this point organization development initiatives dominate. Specifically, HRM
must prepare individuals for the change. This requires clear and extensive communications of
why the change will occur, what is to be expected and what effect it will have on employees.

Re-engineering work processes for improved productivity

Although continuous improvement initiatives are positive starts in within many
organizations, they typically focus on ongoing incremental change. Such action is intuitively
appealing – the constant and permanent search to make things better. Yet many companies
function in an environment that is dynamic- facing rapid and constant change. As a result,
continuous improvement programs may not be in the best interest of the organization. The
problem with them is that they may provide a false sense of security. Ongoing incremental
change avoids facing up to the possibility that what the organization may really need is
radical or quantum change. Such drastic change results in the re-engineering of the
organization. Therefore, re-engineering work processes is important new HR trend.

Mass Customization
There is a lot going on already within HR concerning mass customization, the optimal
combination of mass production with customization. We’ve seen companies basing
employment arrangements on learning styles and personalities, allowing employees to choose
between lower base pay and higher bonuses vs. higher base pay and lower bonuses, and
changing from career ladders with a straight shot to the top to career lattices where a
sideways move is considered a good career move. Here, HR has done a great job of applying
HR principles to its own traditional functional processes.

HR will need to take the tools of marketing around customization for consumers and clients
and applying them to the task of talent segmentation. The key is to optimize. At one extreme,
a personal employment deal for every individual would be chaotic. At the other extreme,
defining fairness as “same for everyone” risks missing important benefits of customization,
and in fact may be unproductive and unfair.

Thus, HR should develop principles for understanding the optimal level of customization in
the employment relationship. Moreover, because customization will often mean that different
groups of employees receive different employment arrangements based on their needs or the
way they contribute, HR must develop principles that equip leaders to explain these
differences to employees.

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Suggestions to improve the HRM Practices

 Proper Human Resource Planning should be done

 At least two days’ induction program should be done

 Develop PE forms for executive, Manager, GM& Director level separately

 Employee interview should be conducted reducing applicant waiting time

 Should introduce counselling sessions and training programs to reduce the stress level
of the jobs.

 Company Green HRM endeavour is considerably low. Should introduce green related
HRM practices.

 Currently performance management system is handling manually it needs to be

systematic

 Create personal files into soft copies for the purpose of Digitizing and analytics

 Create personal files into soft copies for the purpose of Digitizing and analytics

 Locate suggestion and complain boxes regularly to find solutions in each departments

 Make attention on employee work life balance as well as mangers must have good
awareness of their subordinates. better to be a people oriented not a work oriented
manager.

 Must needed to conceder about employee salary increments At least giving bonus two
times per year.

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Conclusion

Within the dynamic and challenging HRM context, organizations have to go through
dramatic changes and challenges. The forces include the deployment of information and
communication technology, globalization, green HRM, workforce diversity and HR analytics

An effective and efficient Human Resources Management practices will enhance employees
to contribute general and specific goals of HRM and simultaneously achieve the
accomplishment of the organization's goals and objectives. As employees are the most
valuable asset in the organization, Human Resource Management is the key factor for success
of each and every organization

Debug Computer Peripherals(Pvt) Ltd is also practicing satisfactory and acceptable human
resource management practices, and recommendations and suggestions given in this
assignment t can be applied to maximize their effective and efficient utilization of human
resources and gain competitive advantage to be the best computer hardware company in Sri
Lanka.

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