Effectiveness and the Essential of the Use of Hr Functions on Satisfying Employee to Prove the Effective of Employee

Table of content

1. Introduction…………………………………………………………………………2

2. Literature review…………………………………………………………………3

3. Critical evaluation……………………………………………………………….6

3.1 HR planning………………………………………………………………………………………..7

3.2 Job analysis and description……………………………………………………………….7

3.3 Recruitment………………………………………………………………………………………..7

3.4 Reward and compensation………………………………………………………………….8

3.5 Training and development………………………………………………………………….10

3.6 Employee relation………………………………………………………………………………11

1. Conclusion………………………………………………………………………….12

2. Reference…………………………………………………………………………..13

1. Introduction

This research attempts to verify the effectiveness and the essential of the use of HR functions on satisfying employee to prove the effective of employee The primary aim of this assignment is to examine the current state of the HR function on employee effectiveness and to investigate the levels of employees’ effectiveness with HRM in different companies, and the satisfaction of different employee teams. It combine the degrees of employees’ effectiveness and performance appraisals, staffing and salary were from high to medium, degrees of satisfaction with training and development were low (Shen, 2010). Thereby, it sets out to examine the level to which employees are pleased with HR planning, job analysis, recruitment and selection, reward and compensation, training and development and employee relation– the six major HRM functions. For the more, based on the degree of employee’s satisfaction with HR, it analyses the effective of employee demographic elements. The information of this assignment is expected to present to the attitude of employee toward the on-going HR functions. As such the objective in this chapter is to provide a critical review, systemisation and analysis of the literature that informs our understanding of the HR function, its role, and the influencing factors that shape the role performed by the function.

The human resource management (HRM) function began to develop and replace the practice of personnel management after World War II; it has its roots in the corporate area of North America, and is today deeply embedded in the fabric of management theory and practice (Sarwar, 2013). The growth of the HR function was encapsulated by Akanda (2013) as follows:

“A discipline and profession focused on managing talents with ethics, apt engagement practices to obtain competitive advantage over other organisations”.