You are on page 1of 19

PRESENTATION

ON
HUMAN RESOURCE DEVELOPMENT PRACTICES AND EMPLOYEE
ENGAGEMENT
BRAD SHUCK, DEVON TWYFORD, THOMAS G REIO JR, ANGIE SHUCK
AND
AGED-RELATED DIFFERENCES IN THE RELATIONS BETWEEN INDIVIDUALIZED
HRM AND ORGANIZATIONAL PERFORMANCE: A LARGE SCALE EMPLOYER
SURVEY
P MATTHIJS BAL

Presented by :
Bikesh Chhusyabaga
Nawal Kishor Yadav
Santosh Kumar Mishra
SCOPE OF ARTICLE

Relation between Human resource Development practices and engagement


of Employee directly or indirectly in organization.
Reduction of voluntary or intension turnover in Health care.
Same result and finding can be used in other industry and organization.
OBJECTIVE OF ARTICLE

To find the relation between Human Resource Development practices and


employee engagement.
To find the relation between Human Resource Development practices and
reduce intension turnover in an organization.
To find how employee get motivated from employee engagement in any
organization.
PROBLEM STATEMENT

Employee get demotivated if they not engaged in different Human


resource Development practices.
Low motivation feeling results in higher turnover in organization.
HYPOTHESIS OF ARTICLE

Hypothesis 1: Higher level of perceived support for participation in HRD practices will be negatively
related to and employees intention to turnover.
Hypothesis 2a: Higher level of perceived support for participation in HRD practices will be positively
related to cognitive engagement.
Hypothesis 2b : Cognitive engagement will be negatively related to employee intention to turnover.
Hypothesis 3a: Higher level of perceived support for participation in HRD practices will be positively
related to emotional engagement.
Hypothesis 3b: Emotional engagement will be negatively related to employee intention to turnover.
Hypothesis 4a: Higher levels of perceived support for participation in HRD practices will be positively
related to behavioral engagement.
Hypothesis 4b: Behavioral engagement will be negatively related to employee intention to turnover.
TOOLS USED

Internet based self report survey battery was used as the data collection tool in
this study.
Both procedural and statistical approached were employed to reduce the
likelihood of common method variance(CMV) bias being introduced into the
study.
All measures were scored using a 5 point Likert continuum from 1 to 5 in which 1
is strongly agree and 5 as strongly disagree.
One way multivariate analyses of variance(MANOVAS) were used to explore
possible systematic differences between the independent and dependent
variables.
Zero-Order correlation coefficient and linear regression were used to find
relation between HRD practices, engagement and intension turnover.
FINDING OF ARTICLE

Employee engaged in different HRD practices like training, development


opportunities are less likely to report having an intension to turnover.
Relationship between support for participation in HRD practices and turnover
intension was indirectly proportion.
HRD practices and employee engagement (cognitive , emotional, behavioral)
are moderately related.
CONCLUSION

Organization should be more serious in employee engagement and their


participation so that it would help in reduction of intension turnover or voluntary
turnover.

There should be developing culture of positive support and psychologically


supportive climates as well as working toward adopting the practices of
learning in an organization.
LIMITATION

Additional research is essential to test this model further as it was currently focus
on health industry only.
Low status group, elder worker, single or divorced female, ethnic or cultural
minorities were not consider in this study which may have certain role if
considered.
This research has used mediation procedure employed and there is some
evidence that procedure is unnecessarily conservative.
AGED-RELATED DIFFERENCES IN THE RELATIONS
BETWEEN INDIVIDUALIZED HRM AND
ORGANIZATIONAL PERFORMANCE: A LARGE
SCALE EMPLOYER SURVEY
Employee age relationship between use of individualized
practices, such organization with high percentage of older
workers benefited from the work schedule practices.
Organization with high percentage of younger workers benefited
from the development practices.
Organization having large scale of employee.

SCOPE OF THE RESEARCH


Individualized practices and sickness absence and turnover .
Older age employee that does not benefit organization.
Growing number of employee have begun to negotiate
individual work arrangements with organization.

PROBLEM OF THE ARTICLE


To test the effectiveness of individualization on organizational
performance(whether the effectiveness off individualization depends on the
age composition of organization).
To investigate the availability and actual use of individualized HRM contributes
to organizational performance.
To determine the condition under which individualization has greatest effect on
organizational performance by moderating employee age.
To investigate the effect of individualization on organizational level rather than
on individual level outcomes.

OBJECTIVE OF THE RESEARCH


Sample The study of employment arrangement in organization of Netherland
and was carried out in 2010 among mere than 5000 profit and non-profit
organization employees. The sample selected was stratified sample based on
sector and organization size. Organization were approached by mail and
telephone to participate in research.
Measures Availability of individualized HRM was measured by five point Likert
scale.
Analysis To the variables education, gender, age, percentage of temporary
employee, percentage of part-time employee, percentage of employee above
45 years, sick absence and turnover.

METHOD OF RESEARCH
Hypothesis used to examine
Hypothesis 1: Availability and use of individualized development practices are
positively related (a)performance growth and negatively related to (b)
employee turnover.
Hypothesis 2: availability and use of individualized work schedule practices are
negatively related to sickness absence.
Hypothesis 3: Availability and use of individualized pay practices are negatively
related to employee turnover.
Hypothesis 4: employee age moderates the relationship between use of
individualized development practices and (a) performance growth (b)
employee turnover.

STATISTICAL TOOLS
Availability and use of individualized development practices
would be positively related to performance growth and
negatively related to employee turnover and sickness absence.
Employee age would be moderate the relationship between use
of individualized development practices and performance
growth and employee turnover.

FINDINGS OF THE RESEARCH


The study shows that individualized HRM is differentially related to
performance indicator and that these relations are moderate by
employee age.
Individualized development and pay arrangement were
particularly important for organizations with many younger
worker to maintain organization performance, while
individualized work schedule are important in enhancing
organizational performance with many older workers.

CONCLUSION
For the higher organizational performance including stronger
performance growth and lower sickness absence and turnover
organizations should make individualized HRM available.
However individualization in organization does not automatically
leads to higher performance, thus they should be aware of the
effect that specific type of agreement they have.

IMPLICATIONS
Thank you
:

You might also like