HUMAN RESOURCE MANAGEMENT : ANUP RAYAMAJHI

Organizations are defined in most of the cases as either mechanistic organization or an

organic organization and at some cases, a hybrid organization. Human capital has always
been considered to be a major task force dealing with the progressive motive of organization
so the form of human capital practiced at these different types of organization gets modified
subsequently. Time has been one of the goal seek factor irrespective of the form of
organization and almost each of the organization seeks to set a benchamark in human
resource utilization, technology imparted.

Thus, in setting up with the new standardize benchmarks, organization are continuously
modifying and advancing up the HUMAN RESOURCE PRACTICES.

SETS OF CONSIDERATIONS FOR HUMAN REOURCES:

HUMAN
RESOURCE

RECRUTMEN TRAINING PERFORM VERIFICATION

T AND AND ANCE AND
SELECTION DEVELOPME EVALUATION VALIDATION

Considerable effort of Human Capital Managers has been in the recent years

1. Equated relationship between organizational values and employee needs

Organization values employee needs

Pull 1 = pull 2 : this is because of best human resource practices

since the optimization of these two has led in organization productivity in meeting up with
the expectations of employees working in that organization.
organization values employee needs

pull1 > pull2 :

: this showcases as to be improper human resource practices since, there is mismatch

between the organization values with that of employee needs, which arises the conflicts , and
thus hampering the productivity of the organization.

Bring out considerable change in the human resource practice , with the time
frame

Many a times, human resource practices are not viewed as a serious issue yet inspite
of the fact that organization possess best cutting edge technology , organization is not
meeting up with its goals. This is because of the fact that organization is imparting
most of its time in nurturing the human resource in the organization, which
forms the other flip side of the coin.

From a planning division to the marketing division: work ethics , intrapersonal

relationships, quality control measures, performance appraisal, code of conduct ,
required training and development, leadership attributes, motivational elements forms
an integral part of an organization.

COMPARATIVE STUDY : SEMCO Vs

( ORGANIC ORGANIZATION Vs. MECHANISTIC ORGANIZATION)

Semco Inc., is a Brazilian company which manufactures and produces the robotics
items, defence items, automation and instrumentation related items. This organization
has seen a boom in its revenue , I.e. 32 million USD in 1990 to 212 million USD in
2002.

The organization pattern is way different than the formulated bureaucratic

organization. There are no specified job titles, more of participative management ,
lateral task rather than vertical alignment of work . It is astonishing to see out the
figure for 3000 employees , as just to be 1% from 1994 to 2004 . since SEMCO is an
instrumentation related organization where the innovation is a prime factor for its
sustainability and growth in the competitive market, the empowerment opportunities
 has thus devised its success. The type of leadership that is being followed in Semco
Inc., is a primal leadership.

Gorkha Brewery is the joint venture organization between the Danish Multinational
company Carlsberg Brewery and Khetan group. Today this organization has been the
frontrunner as it has more than 70% of the total beer market in Nepal. This is more of
mechanistic type of organization and since it is in collaboration with the Carlsberg
Breweries , there is more of coupling factor loaded onto it.

Resource 1
similar HR
Carlsberg
Practices breweries

Hierarchy Resource 2

Gorkha brewery High end

productivity

Other trends followed or incorporating features in HR practices

Quality control measures:

In today’s arena , Total quality management is not followed only as a shop floor task , but it
has been equally involved in defining of human resource activity and also gives a clear cut
visibility in the sector improvement. Some of these can be illustrated as

Kaizen priniciple

Deming’s theory

Cause and effect diagram

Matrix system
 Pareto analysis

House of quality

Emotional intelligence

Primal leadership

Echoing leadership

Chain bead leadership

kaizen principle

Kaizen’s principle depicts about the continuous learning organization. Continuous

learning organization should harness its objective to come up with the benchmarking
styles and participative management..

it defines the value adding and non- value adding activities.

It defines the objective and usefulness of the implementation of 5S principle.

Just in time philosophy

Deming’s theory

It defines how the work has to be implemented .

Plan

Do

Check

Act

This can be applied on a human resource as a way of evaluation and making functional
units in a very systematic manner so as to enhance productivity and zeroing up the
entropy level of organization. Entropy associated with the human resource activity can be
summarized as interpersonal conflicts, performance appraisal conflicts etc.

Cause and effect diagram

This is devised by Dr.Ishikawa as to show the interrelationship of an effect , in dealing

with many causes. This can be used in Human Resource application to find out the root
cause of problem associated with.
Cultur Illtreatment
al
shock
Human
resource
productivity

No No
training benefit
s
Pareto Analysis

This is based on analysis as vital few and useful many , so organization can make a
comparative study as based on this factor. It differs from histogram , as it is more of
categorical rather than numerical.

HOUSE OF QUALITY

This is one of the most sophisticated tool in analyzing the Human Resource productivity.
This also provides wholesome quantitative idea about the human resource productivity.

ROOF

CELIING

LEFT ROOM R
WAL IGH
L T
WAL
L

FLOOR
LEFFT WALL

This shows about the human resource description about their primary needs and the
secondary needs. This can be further divided into various attributes. These attributes are the
parameters on which the organization has to evaluate based upon its existing framework.

CEILING

This depicts the existing organization values which shows the various attributes .

ROOM

This is the one to one relationship between each of the employee’s attributes with that of
organization’s attributes. It provides a close call.

The number provided onto it are as

a. +9 – strong positive

b. +3 - positive

c. -3 – weak

d. -9 - very weak

RIGHT WALL

This depicts the technical descriptors . it can also be explained as for the various parameters
of organization how each of the employee’s attributes is defined. This is more of weighted
representative.

FLOOR

This depicts the employee descriptor. This shows as how for every organization parameter, all
of the employee attributes react to it.
CEILING

This shows the interrelationship matrix between each of the organization value parameter.

EMOTIONAL INTELLIGENCE

This is to analyze, assess emotional quotient of the employees.

a. PRIMAL LEADERSHIP

This approach is about participative management and concern for the employees.
Participative management always enhances higher productivity , with the intrapersonal
conflicts being resolved.

b. ECHOING LEADERSHIP

Identifying the similar functional units , and promoting these functional units constituting
various groups , thus leading to be resonance kind of effect.

c. Chain bead leadership

As all the organization are concurrent based in today’s scenario, implementing a positive
change or reinforcement at one activity subsequently produces a positive change at other
activity level.