HUMAN RESOURCE MANAGEMENT:

ASSESSMENT OF HRM FUNCTION

Worldlink Communication

Submitted To:

Course Instructor: Mr Jayendra Rimal

Submitted By:

Bonish Sen
Pramesh Thapa Magar
Kamana Pandit
Sonam Rana Magar
Yemuna Gyewali
Sakriti Acharya
 TABLE OF CONTENTS
Title Page ------------------------------------------------------------------------------------------------------ 1
Table of Contents -------------------------------------------------------------------------------------------- 2
Introduction --------------------------------------------------------------------------------------------------- 4
2.1 Literature review: ------------------------------------------------------------------------------------ 4
2.2 WorldLink Communications ------------------------------------------------------------------------ 5
2.3 Objectives of the assessment: ----------------------------------------------------------------------- 6
2.4 Methodologies: --------------------------------------------------------------------------------------- 6
2.5 Limitations: ------------------------------------------------------------------------------------------- 6
Presentation and analysis of major findings ----------------------------------------------------------- 7
3.1 HRM Capacity Analysis ----------------------------------------------------------------------------- 7
3.2 HRM Climate Analysis: ----------------------------------------------------------------------------- 8
3.3 HRM information analysis: ------------------------------------------------------------------------- 9
3.4 HRM Strategy and Policy Analysis --------------------------------------------------------------- 10
3.4.1 Long-Range Planning: ------------------------------------------------------------------------ 10
3.4.2 Alignment with Corporate Goals:----------------------------------------------------------- 10
3.4.3 Comprehensive Approach to HRM Functions: ------------------------------------------- 10
3.4.4 Strategic Positioning in the IT Industry: --------------------------------------------------- 11
3.5 HRM Mechanism and Method --------------------------------------------------------------------- 11
3.5.1 Recruitment and Selection: ------------------------------------------------------------------ 11
3.5.2 Training and Development: ------------------------------------------------------------------ 12
3.5.3 Compensation and Benefits: ----------------------------------------------------------------- 12
3.5.4 Performance Management: ------------------------------------------------------------------ 12
3.5.5 Employee Relations and Conflict Management: ----------------------------------------- 12
3.6 HRM Outcome Analysis: --------------------------------------------------------------------------- 13
3.6.1 Employee Performance and Productivity: ------------------------------------------------- 13
3.6.2 Employee Satisfaction and Retention: ----------------------------------------------------- 13
3.6.3 Recruitment and Selection Outcomes: ----------------------------------------------------- 13
3.6.4 Employee Development and Training Outcomes: ---------------------------------------- 14
Assessment of HRM in Worldlink communication -------------------------------------------------- 15
4.1 Introduction ------------------------------------------------------------------------------------------ 15

Page | 2
 4.2 HRM Profile and Level ----------------------------------------------------------------------------- 15
4.2.1 Introduction of WorldLink Communications --------------------------------------------- 15
4.2.2 Key Offerings and Services ------------------------------------------------------------------ 15
4.2.3 Executive Team and Decision-Makers ----------------------------------------------------- 15
4.2.4 Strengths and Weaknesses ------------------------------------------------------------------- 16
4.3 Linkage between HRM and Organization Performance --------------------------------------- 16
Conclusion and Recommendation: ---------------------------------------------------------------------- 17
5.1 Critical HRM implications and issues for capacity development and performance
improvement: ---------------------------------------------------------------------------------------------- 17
5.2 Strategic courses of actions for effective HRM: ------------------------------------------------ 19
Reference ----------------------------------------------------------------------------------------------------- 22

Page | 3
 INTRODUCTION
2.1 Literature review:

In this era of globalization and industrialization, the roles and functions of the Human Resource
(HR) department are changing all over the world. The HR department has become the most
essential part of all organizations irrespective of their size and annual turnover. Competitive
advantage is the primary objective of any organization and it cannot be achieved without the
effective HR contribution. The HR department plays a liaison role between the organization and
its employees. The primary objective of the HR department is to improve the stature of an
organization by aligning the employees’ performance with the organizational goals and objectives.

The prevailing socio-economic upheavals, the market uncertainties, business decline and
downsizing of large organizations have caused the transition of employees from large
organizations to small medium enterprises (SMEs) (Burke, R. J., (2011)). The latest trend in the
small organizations has caused the HR department to be separated from administration and
declared as an independent department as in medium and large organizations. SMEs rely heavily
on their employees and on their human resource management (HRM) practices for their success
(Brand, M., & Bax, E. (2002)). It is difficult to hire full time HR staff for many small organizations
due to their size and financial constraints. There is emerging evidence that use of HRM practices
can contribute to the effectiveness of SMEs (Carlson, D., Upton, N. & Seaman, S. (2006)). The
common HR practices at any small organization are recruitment, Training, Payroll, Compensation,
Benefits, Performance Management, Motivation, Retention and Employee Relations etc.

R. Batool, M. Fiaz, Najam Abbas Naqvi, Z. Fareed (2012) has pointed out the following outlines
for HR practices in small media organizations. The HR department must acquire the proper
qualified and experienced staff for running the department efficiently and effectively. There should
be at least five people in the HR department. HR planning is linked with organizational objectives
so a small organization should plan about the needs of the workforce, the required strength, skills,
knowledge and expertise and then start hiring. Recruitment and Selection process should be
transparent and purely on the basis of merit and job requirement. Human Resource Information
System (HRIS) should be implemented for the desired efficiency and quality in any small
entertainment industry.

Page | 4
 According to Saadat and Soltanifar (2014), the Internet is one of the most significant innovations
of the 20th century. Since the development of the Internet as a means of wireless communication
and electronic data transfer with the first applicable prototype in the 1960s, its progress has been
remarkable (Ryan, 2013). Today, the Internet has become an inevitable part of everyday life of
common people as well as organizational sectors of the modernized world. The purpose of the
Internet, however, varies diversely and its popularity is growing at an immense rate (Ngai & Wat).
In everyday life of common people, the Internet is a base for social networking and information
seeking (Tkacz & Kapczynski, 2009). On the other side, organizations employ it for
communication, business development, data exchange and many other purposes (Tkacz &
Kapczynski, 2009). For this reason, an efficient and smooth operation of the modernized world
amidst overwhelming complexities without the Internet seems almost unimaginable.

An Internet service provider (ISP) is an institution managing all the activities regarding operation
and distribution of Internet services to the public. A research of Greenstein (2001) revealed the
importance and meditating role of ISP in the development of modern society. ISPs not only sell
Internet services to consumers, but also maintain and constantly develop necessary applications
for smooth operation, solve problems as they arise and tailor general solutions to idiosyncratic
circumstances (Chiou, 2003).

2.2 WorldLink Communications

WorldLink is the largest Internet and Network Service Provider in Nepal and one of the most
prominent IT companies. Founded in September 1995 with the aim of providing Internet and IT
services by its present Chairman and Managing Director Dileep Agrawal, WorldLink started off
by providing store-and-forward e-mail services over a dial-up link to the Internet in the US. The
continuous efforts to grow pushed the company to introduce full Internet access over a dedicated
leased-line to the Internet backbone in the US through Teleglobe International. After two years of
this service, WorldLink in 1997 till June 2008, connected to the Internet over a direct satellite
uplink through its own VSAT terminal, thereby completely bypassing Nepal Telecommunications
Corporation.

WorldLink has its state-of-the-art network built upon by the network equipment manufacturers
like Nokia for DWDM, Juniper and Cisco for IP/MPLS Core and Aggregation, Extreme Network
in Switching, Nokia and Huawei for the Access side. It operates one of the finest and the largest

Page | 5
 fiber backbone and access networks across the country, serving 70 plus districts providing services
like high speed Internet up to 100Mbps along with HD IPTV services.

2.3 Objectives of the assessment:

● Provides a strategic and operational analysis of existing workplace policies, programs, and
practices.
● Evaluates the compliance and effectiveness of those policies, programs, and practices.
● Evaluates the structures and competencies of an HR department’s workflow, roles, and
responsibilities.
● Addresses the strengths and gaps in service and how those services align with the needs of the
employees and the goals of the organization.
● Provides actionable recommendations for measurable change and best practices.

2.4 Methodologies:

The Assessment of HRM Function questionnaire consisting of various matrices regarding Human
Resources Management functions of the organization, has been used as an instrument to collect
data accompanied by interview, which focuses on the reasons for selecting the answers in the
questionnaire.

2.5 Limitations:
● Limited access to data.
● Lack of previous studies regarding HRM in the media industry.
● Limited source of information.

Page | 6
 PRESENTATION AND ANALYSIS OF MAJOR FINDINGS
3.1 HRM Capacity Analysis

The HRM Capacity Analysis at WorldLink Communications highlights the organization's strength
in effectively managing its human resources to achieve strategic goals and maintain a competitive
edge in the dynamic field of Internet and IT services.

WorldLink's position as the largest ISP in Nepal is a direct reflection of its robust HRM capacity.
The organization's ability to oversee and expand its network coverage is a result of strategic human
resource planning and management. The leadership's commitment to HRM is evident in its
emphasis on cultivating a skilled workforce capable of navigating the complexities of the IT
industry.

The alignment of HRM strategy with the emphasis on technological advancement is a key factor
contributing to WorldLink's success. The HRM team is instrumental in identifying, acquiring, and
developing the talent necessary for staying at the forefront of technological innovation. This
alignment ensures that the workforce possesses the skills and knowledge required to deploy and
manage cutting-edge technologies.

WorldLink's ability to manage substantial operations is a direct outcome of its effective HRM
practices. The organization recognizes the importance of having a skilled and motivated workforce
to handle the complexities of providing Internet and IT services. The HRM strategy focuses on
recruitment, training, and talent development to ensure that the organization has the right people
in the right roles, contributing to the smooth and efficient functioning of operations. The pivotal
role of HRM in nurturing a culture of innovation and continuous improvement is a distinctive
feature of WorldLink's organizational capacity. The HRM strategy goes beyond traditional
functions; it actively fosters an environment where employees are encouraged to think creatively,
adapt to change, and contribute ideas that drive the company forward. This culture is essential in
an industry were staying ahead of technological trends is critical.

Page | 7
3.2 HRM Climate Analysis:

The HRM climate at WorldLink Communications is a crucial aspect of the organization's success,
creating a dynamic and collaborative environment that aligns with the ever-evolving landscape of
the IT sector.

WorldLink's HRM climate is characterized by dynamism and collaboration. The organization

recognizes the importance of fostering an environment where employees feel empowered to share
ideas and contribute to the collective success of the company. This collaborative ethos extends
beyond individual departments, promoting a sense of unity and shared purpose throughout the
organization. The executive team, under the leadership of Chairman and Managing Director Dileep
Agrawal, plays a central role in shaping the HRM climate. Their profound understanding of the IT
sector informs strategic initiatives, ensuring that HRM practices are in sync with industry trends
and organizational goals. This strategic leadership sets the tone for a forward-thinking and adaptive
HRM environment. Decision-makers within WorldLink contribute to a collaborative leadership
approach. This approach emphasizes collective decision-making, where input from various levels
of the organization is valued. Such collaboration not only fosters a sense of inclusivity but also
harnesses the diverse perspectives within the organization to drive innovation and problem-
solving.

The HRM climate actively fosters innovation, encouraging employees to think creatively and
contribute to the company's growth. This emphasis on innovation is crucial in the IT sector, where
staying ahead of technological advancements is imperative. The collaborative atmosphere provides
a fertile ground for the exchange of ideas, ultimately contributing to sustained growth. The
adaptive and resilient nature of the HRM climate at WorldLink is a key strength. In an industry
marked by rapid technological changes and market uncertainties, the organization proactively
addresses challenges. The HRM practices are designed to be agile, allowing the company to
navigate changes effectively and ensuring that employees are equipped to adapt to new
circumstances. The HRM climate at WorldLink reflects a proactive approach to change
management. Rather than reacting to challenges, the organization anticipates shifts in the industry
and prepares its workforce accordingly. This proactive stance contributes to the organization's
ability to not only weather uncertainties but also to capitalize on emerging opportunities.

Page | 8
 WorldLink Communications' HRM climate is a strategic asset that contributes significantly to the
organization's success. The dynamic and collaborative atmosphere, coupled with strategic
leadership and a proactive approach to challenges, creates an environment where HRM practices
are not just responsive but play a proactive role in driving innovation, sustained growth, and
adaptability in the face of change.

3.3 HRM information analysis:

In the intricate realm of HRM information, WorldLink Communications distinguishes itself

through a strategic vision that aligns human capital with the ever-evolving IT terrain. The
organization transcends routine HRM functions, embracing a holistic approach to talent
development. This analysis delves into the transparency, forward-looking nature, and effective
utilization of HRM information at WorldLink. WorldLink's HRM information strategy is
underpinned by a forward-thinking vision that recognizes the pivotal role of human capital in
navigating the complexities of the IT sector. The alignment of HRM practices with the
organization's strategic goals ensures that HRM information serves as a catalyst for achieving
broader objectives. This strategic alignment positions HRM information as a valuable asset in
driving the company's success.

WorldLink stands out for its commitment to a holistic approach to talent development, as reflected
in its HRM information practices. Beyond mere data management, the organization leverages
HRM information to identify and nurture talent across various dimensions. This holistic
perspective ensures that HRM information is not confined to immediate needs but contributes to
the long-term growth and sustainability of the workforce. Similarly, the transparency of HRM
practices at WorldLink is a noteworthy feature. The organization values openness in its
communication channels, ensuring that HRM information is accessible to relevant stakeholders.
Transparent HRM practices build trust among employees, fostering a positive workplace culture
and facilitating informed decision-making at all levels of the organization.

WorldLink's HRM practices extend beyond the present, embodying a forward-looking orientation.
The organization anticipates future workforce needs, skills, and expertise required to stay
competitive in the IT landscape. By adopting a proactive stance, HRM information becomes a
strategic tool for anticipating challenges and capitalizing on emerging opportunities in the rapidly
evolving IT sector. The true strength of WorldLink's HRM information lies in its effective

Page | 9
 utilization for the benefit of the organization. The information regarding workforce needs is not
merely collected but actively analyzed and applied to inform decision-making processes. This
utilization ensures that the organization is well-equipped to adapt to changing demands, optimize
its talent pool, and maintain a competitive edge.

In the realm of HRM information, WorldLink Communications sets itself apart through strategic
vision, holistic talent development, transparency, forward-looking practices, and effective
utilization. The organization's commitment to leveraging HRM information as a strategic asset
underscores its understanding of the integral role human capital plays in navigating the intricacies
of the ever-evolving IT terrain.

3.4 HRM Strategy and Policy Analysis

WorldLink's HRM Strategy and Policy Analysis reveal a dynamic and forward-thinking approach
that extends beyond short-term planning. The organization's commitment to long-range planning
aligns HRM activities with overarching corporate goals, covering a broad spectrum of functions.
This comprehensive strategy positions WorldLink as a strategic player in the IT industry

3.4.1 Long-Range Planning:

WorldLink's HRM strategy is characterized by a commitment to long-range planning. This

strategic foresight ensures that HRM activities are not confined to immediate needs but are aligned
with the organization's long-term goals. By taking a proactive approach to workforce planning,
talent development, and organizational needs, WorldLink sets the stage for sustained success in
the dynamic IT industry.

3.4.2 Alignment with Corporate Goals:

The HRM strategy at WorldLink is intricately linked with overarching corporate goals. Policies
and strategies are designed to contribute directly to the achievement of broader organizational
objectives. Whether it's recruitment, talent management, performance evaluation, or employee
development, each facet of HRM is strategically aligned to support and enhance the organization's
position in the competitive IT landscape.

3.4.3 Comprehensive Approach to HRM Functions:

WorldLink's HRM strategy covers a broad spectrum of functions, reflecting a comprehensive

approach to managing its human capital. From recruitment practices that prioritize qualified
Page | 10
 individuals with skills and cultural fit to talent management strategies that invest in employee
training and development, every aspect is carefully considered. Performance evaluation
mechanisms and employee development programs are integral components of this holistic
strategy, ensuring that HRM functions synergize with each other.

3.4.4 Strategic Positioning in the IT Industry:

The comprehensive nature of WorldLink's HRM strategy positions the organization as a strategic
player in the IT industry. By integrating HRM functions seamlessly with corporate goals and
industry demands, WorldLink ensures that its human capital becomes a strategic asset. This
strategic positioning enables the organization to adapt to technological advancements, foster
innovation, and maintain a competitive edge.

WorldLink Communications' HRM Strategy and Policy Analysis reflect a commitment to

dynamic, long-range planning that aligns with corporate goals. The organization's comprehensive
approach to HRM functions positions it strategically in the IT industry. By integrating workforce
management seamlessly with overarching objectives, WorldLink ensures that its HRM strategy
becomes a catalyst for sustained success and innovation in the rapidly evolving landscape of
Internet and IT services.

3.5 HRM Mechanism and Method

WorldLink's HRM Mechanism and Method Analysis demonstrate a strategic and holistic approach
to various HR functions. The organization's mechanisms and methods are optimized to utilize
physical facilities and resources efficiently, foster participatory leadership, and integrate HRD with
HRM.

3.5.1 Recruitment and Selection:

WorldLink employs transparent and merit-based recruitment and selection processes, ensuring that
the right individuals with the required skills and cultural fit are brought on board. The organization
actively utilizes its physical facilities and resources to conduct recruitment drives, leveraging
technology and industry networks to identify and attract qualified talent. Participatory decision-
making is evident in selection processes, fostering a collaborative approach to talent acquisition.

Page | 11
3.5.2 Training and Development:

WorldLink integrates Human Resource Development (HRD) seamlessly with HRM, emphasizing
the importance of continuous learning and skill development. Career support programs are
effectively implemented, utilizing physical facilities for training sessions and workshops. The
participatory leadership style ensures that employees actively engage in their development,
aligning personal growth with organizational objectives.

3.5.3 Compensation and Benefits:

WorldLink optimizes its physical facilities and resources to design competitive compensation and
benefits packages. Transparent mechanisms are in place for designing and communicating
compensation structures. The organization utilizes industry benchmarks to ensure that its
compensation and benefits align with industry standards, contributing to talent retention and
motivation.

3.5.4 Performance Management:

WorldLink's performance management mechanisms are designed to align individual and team
performance with organizational goals. The organization utilizes physical facilities and technology
for performance evaluations, providing timely and constructive feedback. Participatory decision-
making allows employees to contribute to goal setting and performance expectations, fostering a
sense of ownership.

3.5.5 Employee Relations and Conflict Management:

WorldLink employs participatory leadership to enhance employee relations and conflict

management. Open communication channels are facilitated through physical facilities and digital
platforms. Conflict resolution methods involve a collaborative approach, ensuring that conflicts
are addressed constructively. Employee relations programs are implemented to foster a positive
work environment.

WorldLink Communications' HRM Mechanism and Method Analysis showcase a strategic

alignment of physical facilities, participatory leadership, and integrated HRD practices. By
optimizing mechanisms and methods across key HR functions, the organization ensures that its
workforce is not only skilled and motivated but also actively contributes to the achievement of
organizational goals. This holistic approach positions WorldLink as a forward-thinking player in

Page | 12
 the IT industry, capable of adapting to industry demands and fostering a positive and productive
workplace culture.

3.6 HRM Outcome Analysis:

WorldLink's HRM Outcome Analysis reflects a resounding success in achieving operational

excellence, enhancing employee satisfaction and retention, and positively impacting customer
satisfaction. The organization's emphasis on talent development and aligning employee growth
with organizational goals has contributed to substantial improvements across key areas.

3.6.1 Employee Performance and Productivity:

WorldLink's HRM activities result in substantial improvements in employee performance

capacity, with employees showcasing qualitative changes in job-related behaviors. The
organization's commitment to aligning employee growth with organizational goals and fostering a
collaborative work culture has a direct impact on employee performance and productivity. By
investing in talent development and providing a conducive work environment, WorldLink ensures
that its workforce operates at peak performance levels, contributing to overall operational
excellence

3.6.2 Employee Satisfaction and Retention:

HRM practices at WorldLink contribute to high levels of employee satisfaction and retention. The
organization's strategic focus on talent development, transparent communication, and participatory
leadership fosters a positive work environment. Employees feel valued, leading to increased
satisfaction and a higher likelihood of retention. This outcome is a testament to the success of
WorldLink's HRM strategy in creating a workplace that aligns with the needs and aspirations of
its employees.

3.6.3 Recruitment and Selection Outcomes:

The outcomes of recruitment and selection processes at WorldLink are evident in the quality and
cultural fit of the workforce. The organization's emphasis on transparent and merit-based
recruitment processes ensures that it attracts and selects individuals who align with its values and
objectives. The positive outcomes in recruitment and selection contribute to the overall success of
HRM activities and the organization's ability to maintain a competitive edge in the IT industry.

Page | 13
3.6.4 Employee Development and Training Outcomes:

HRM activities at WorldLink result in qualitative changes in job-related behaviors through

effective employee development and training programs. The organization's investment in career
support programs and continuous learning opportunities leads to positive outcomes in employee
development and training. This, in turn, enhances employees' capabilities and skills, contributing
to their professional growth and the organization's overall success.

In conclusion, WorldLink Communications stands as a paradigm of effective HRM practices,

strategically aligning its capacity, climate, information, strategy, mechanisms, and outcomes to
navigate the dynamic IT landscape. The organization's commitment to talent development,
transparent communication, and proactive leadership positions it as a key player in Nepal's IT
industry. WorldLink's holistic approach ensures that its workforce is not only skilled and motivated
but also actively contributes to operational excellence, fostering a positive and innovative
workplace culture that propels sustained success in the ever-evolving field of Internet and IT
services.

Page | 14
 ASSESSMENT OF HRM IN WORLDLINK COMMUNICATION
4.1 Introduction

WorldLink Communications, a stalwart in Nepal's Internet Service Provider (ISP) sector, stands
as a testament to the fusion of technological innovation and human resource brilliance. Established
in September 1995, the company has not only weathered the winds of change in the IT industry
but has emerged as the largest broadband service provider in Nepal. This comprehensive
exploration aims to delve deeper into the intricate facets of WorldLink's Human Resource
Management (HRM), shedding light on its multifaceted profile, diverse services, strengths,
weaknesses, and the pivotal connection between HRM strategies and organizational performance.

4.2 HRM Profile and Level

4.2.1 Introduction of WorldLink Communications

WorldLink's HRM profile is a dynamic canvas painted with a commitment to providing cutting-
edge Internet and IT services. From its inception, the company has grown organically, not merely
as an ISP but as a transformative force shaping the digital landscape of Nepal. The HRM practices
at WorldLink go beyond routine functions; they embody a strategic vision, aligning human capital
with the pulse of the ever-evolving IT terrain.

4.2.2 Key Offerings and Services

WorldLink's services extend far beyond the conventional realms of an ISP. The company has
ingrained itself deeply in Nepal's IT fabric, offering a spectrum of Internet and IT services that
resonate with the diverse needs of its consumers. This adaptability and foresight position
WorldLink as a dynamic player, navigating the IT landscape with precision and market foresight.

4.2.3 Executive Team and Decision-Makers

WorldLink's executive team, under the visionary leadership of Chairman and Managing Director
Dileep Agrawal, is the driving force behind the company's strategic initiatives. Decision-makers
within the organization, equipped with a profound understanding of the IT sector, sculpt the
strategic trajectory. This collaborative leadership approach is not just organizational hierarchy but
a synergistic dance, orchestrating innovation and sustained growth.

Page | 15
4.2.4 Strengths and Weaknesses

Strengths

WorldLink's strengths lie not only in its technological prowess but also in its expansive network
coverage, securing its position as the largest ISP in Nepal. The company's commitment to
technological advancement, coupled with a vast customer base, solidifies its standing as a market
leader. WorldLink's capacity to stay at the forefront of the dynamic IT landscape is a living
testament to its HRM strategy, fostering a culture of innovation and continuous improvement.

Weaknesses

Acknowledging challenges is integral to WorldLink's journey. Managing a substantial customer

base and navigating the competitive IT sector present formidable tasks. However, WorldLink's
HRM strategy is not reactive; it is a proactive force, addressing challenges with agility and
resilience, ensuring the organization remains adaptive in the face of change.

4.3 Linkage between HRM and Organization Performance

The intertwining of HRM practices and organizational performance is not a theoretical concept at
WorldLink; it is the heartbeat of the organization. The company's emphasis on talent development,
cultivation of a collaborative work culture, and the alignment of employee growth with
organizational goals is not an isolated initiative but a strategic imperative. WorldLink's sustained
prominence in Nepal's IT industry is a living testimony to the instrumental role of its HRM strategy
in driving operational excellence and exceeding customer expectations.

Page | 16
 CONCLUSION AND RECOMMENDATION:
5.1 Critical HRM implications and issues for capacity development and performance
improvement:

Several critical HRM implications and issues for capacity development and performance
improvement can be identified:

 Underutilization of HRM Facilities and Resources:

Implication: Despite having physical facilities and resources for HRM, Worldlink are not being
fully utilized to achieve HRM goals.

Issue: There is a gap between the available resources and their effective utilization, which may
hinder the organization's capacity development efforts.

 Limited Strategic Linkage of HRM:

Implication: HRM policies and actions are only superficially related to corporate/business goals,
strategies, and plans.

Issue: Lack of a strong strategic alignment may result in HRM activities being planned and
delivered independently of corporate goals, limiting their effectiveness in contributing to overall
organizational success.

 Focus on Short-Term HRM Planning:

Implication: The HRM plan primarily focuses on key short-term needs, potentially neglecting
long-term capacity development.

Issue: Long-range planning is crucial for sustained performance improvement, and a short-term
focus may limit the organization's ability to address evolving challenges.

 Limited HRD Program Quality:

Implication: While systematic approaches are followed for HRD program planning, the
professional quality is not fully satisfactory.

Page | 17
 Issue: The effectiveness of HRD programs may be compromised if the professional quality of
planning and implementation is not up to the mark.

 Training Gaps for Senior Managers:

Implication: Training opportunities primarily focus on junior and middle-level staff, neglecting
the development needs of senior managers.

Issue: Senior managers play a critical role in organizational leadership, and neglecting their
training needs may hinder overall capacity development at higher levels.

 Ineffective Implementation of Career Support Programs:

Implication: While there are clear policies and resources for career planning and development
supports, their implementation is not effective.

Issue: Ineffective implementation may result in employees not fully benefiting from career support
programs, limiting their professional growth and potential contribution to the organization.

 Limited Participatory Approach in Change Management:

Implication: Major organizational change and development interventions lack a participatory

approach, and there is not much empowerment effect.

Issue: Lack of employee involvement in change processes may lead to resistance and hinder the
successful implementation of organizational development initiatives.

 Inconsistent Use of Work Systems for Development:

Implication: While there is a clear policy and emphasis on using work systems for employee
development, all managers do not fully practice the policy.

Issue: Inconsistent implementation may result in missed opportunities for integrating development
into day-to-day work processes.

 Effectiveness of HRM Activities in Performance Improvement:

Implication: HRM activities have resulted in substantial improvements in employee performance

capacity, qualitative changes in job-related behaviors, and improved overall performance and
productivity.

Page | 18
 Issue: Monitoring and sustaining these gains over the long term require continuous efforts and
adaptability to changing organizational dynamics.

 Customer Satisfaction as a Performance Indicator:

Implication: Most customers are satisfied, indicating a positive impact on organizational

performance.

Issue: While customer satisfaction is high, it's essential to continually assess and align HRM
strategies to maintain and enhance overall organizational performance.

Addressing these issues requires a holistic approach, involving strategic alignment, long-term
planning, effective utilization of resources, and a focus on continuous improvement in HRM
processes and programs.

5.2 Strategic courses of actions for effective HRM:

Based on the provided context, several strategic courses of action can be considered for effective
Human Resource Management (HRM):

 Enhance Utilization of HRM Facilities and Resources:

Develop initiatives to optimize the use of available physical facilities and resources for HRM to
better align with HRM goals. This may involve conducting assessments to identify underutilized
resources and implementing strategies to maximize their effectiveness.

 Strengthen Leadership Style and Managerial Systems:

Promote a more participatory leadership style and encourage the regular and effective use of
participatory management processes. This could involve leadership training programs, coaching,
and the establishment of mechanisms that facilitate employee involvement in decision-making
processes.

 Comprehensive HRM Policies and Strategies:

Expand HRM policies and strategies to cover a broader spectrum of HRM functions beyond
training. Develop comprehensive policies that address recruitment, talent management,
performance evaluation, and employee development, ensuring alignment with overall
organizational goals.

Page | 19
 Improve Strategic Linkage of HRM:

Foster a stronger connection between HRM activities and corporate/business goals. This may
involve restructuring HRM planning processes to ensure that HRM activities are not isolated but
are integral to achieving the organization's broader strategic objectives.

 Enhance HRD Alignment with HRM:

Strengthen the integration of Human Resource Development (HRD) with HRM by aligning
development needs with the requirements of the business, job roles, and individual employees.
Ensure that HRD programs directly contribute to the achievement of HRM goals.

 Effective HRD Evaluation and Feedback:

Implement a robust system for evaluating HRD functions and programs regularly. Focus on
assessing process effectiveness, outcomes, and the utilization of HRD efforts in achieving
performance improvement and business goals. Use feedback to continuously enhance the
efficiency of HRD initiatives.

 Improve HRD Program Planning and Management:

Enhance the professional quality of HRD program planning, design, and implementation. Establish
rigorous standards and systematic approaches, ensuring that the programs meet the highest
professional benchmarks.

 Expand Training and Development Opportunities for Senior Managers:

Increase the focus on providing training and development opportunities for senior managers.
Ensure that programs are designed to meet the specific needs of senior leadership, aligning with
organizational goals and addressing the challenges faced by top-level management.

 Integrate Career Planning and Development Programs:

Integrate career planning and development support programs into the broader HRM framework.
Ensure that these programs are effectively implemented, aligned with other HRM plans, and that
employees are aware of and take advantage of available resources.

 Promote Participatory Organizational Change and Development:

Page | 20
Foster a more participatory approach to organizational change and development interventions.
Empower employees by involving them in the change process, creating a culture of collaboration,
and seeking external supports when needed.

These strategic actions aim to address the identified issues and capitalize on existing strengths
within the HRM framework to contribute effectively to capacity development and performance
improvement within the organization.

Page | 21
 REFERENCE
Burke, R. J., (2011), “Human resource management in small- and medium-sized enterprises:
Benefits and challenge”, R. J. Burke & C. L. Cooper (Ed.) Human resource management in small
business: Achieving peak performance. Cheltenham, UK: Edward Elgar

Brand, M., & Bax, E. (2002) “Strategic HRM for SMEs: Implications for firms and policy.
Education and Training”, vol. 44, pp. 45-463

Carlson, D., Upton, N. & Seaman, S. (2006). “The impact of human resource practices and
compensation design on performance. An analysis of family-owned SMEs. Journal of Small
Business Management”, vol. 44, pp. 531-543

R. Batool, M. Fiaz, Najam Abbas Naqvi, Z. Fareed. (2012). “Human Resource practices in the
Entertainment Industry”.

ICTC. (2013) “Human Resources Guide for the Digital Media Industry”

Saadat, F., & Soltanifar, M. (2014). The role of Internet Service Providers (ISPS) in encouraging
customers to use their internet services in Iran. International Journal of Business and Social
Science, 5(3); Islamic Azad University, Tehran, Iran.

Ryan, J. (2013). A History of the Internet and the Digital Future. Reaktion Books.

Ngai, E., & Wat, F. (2002). A literature review and classification of electronic commerce research.
Information & Management, 39(5), 415–429.

Tkacz, E., & Kapczynski, A. (2009). Internet - Technical Development and Applications. Springer
Verlag.

Greenstein, S. (2001). Technological mediation and commercial development in the early internet
access market. California Management Review, 43(2), 75-94.

Chiou, J.-S. (2003). The antecedents of consumers’ loyalty toward Internet Service Providers.
Information & Management, 41(6), 685–695.

Page | 22