HR in Transitional Economies: Redundancy and Performance Management Programmes

By

ACKNOWLEDGEMENT

I would first like to express my gratitude for my research coordinator, colleagues, and peers and family whose immense and constant support has been a source of continuous guidance and inspiration.

DECLARATION

I [type your full name here], declare that the following dissertation/thesis and its entire content has been an individual, unaided effort and have not been submitted or published before. Furthermore, it reflects my opinion and take on the topic and is does not represent the opinion of the University.

Signature:

Dated:

ABSTRACT

When looking at a company's organisational demeanour in the direction of HR, and what that demeanour is, it is better to start at the peak of the business, because all other grades reflector that of the top. On reconsider of the HR item, there is a demonstration that most bosses do not address HR as being an absolutely crucial part of the team. HR is only the department, which agenda all the business picnics and manages worker matters that administration does not desire to, or will not address. The reality is that human asset is the centred hub of any company. A well run human asset department can make a business and its workers thriving, just as well as a badly run human asset department can origin a business to go incorrect by chartering awful workers, not management lawful matters, and being non-compliant to guidelines set forward the by the government. This study will throw light on the key management practices in a transitional economy particularly with reference to the performance evaluation and redundancy practices of the transitional organisation. We will specifically address two companies of Kazakhstan in order to provide a case study analysis on the topic. The findings from the study suggested that HR practices find its true applications in transitional economies, given the provision that it maintains an effective policy for redundancy and performance management programs.

TABLE OF CONTENT

ACKNOWLEDGEMENT2

DECLARATION3

ABSTRACT4

CHAPTER 1: INTRODUCTION6

Outline of the Study6

Research Question7

Aims and Objectives7

Theoretical Framework7

Overview of Kazakhstani Companies (Case Study)9

Limitation of the Study10

Reliability Concerns11

Ethical Considerations: Informed Consent and Confidentiality12

CHAPTER 2: LITERATURE REVIEW13

Overview of Transitional Economies and their Changing Trends of HRM13

Shift towards Global Investment Options and its Requirements14

Need for Developing Effective HR practices in a Transitional Economy16

Examining Human Resource Management in Post-Soviet Kazakhstan21

HR Practices in Transitional Economies: Redundancy and Performance Evaluation Programs26

P.E.S.T. Analysis- External Context27

Internal Context28

The Service Profit Chain29

CHAPTER 3: METHODOLOGY30

Research Design30

Data Collection Method and Instruments30

Data Analysis and Interpretation33

CHAPTER 4: DISCUSSION AND ANALYSIS35

Analysis of Interviews39

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS45

Implications of Recommended Actions49

REFERENCES51

CHAPTER 1: INTRODUCTION

Outline of the Study

This proposal is aimed at giving an outline of research on the topic of HR in transitional economies: Redundancy and Performance management programmes. Redundancy and Performance evaluation is an integral component of an employee's appraisal system that underlies all major human resource management practices. Performance evaluation and redundancy methods vary according to these organisations but each method serves a single basic feature: to appraise the employee and aid in enhancing his performance through various reinforcing elements (Budhwar and Debrah 2001b, ...