HRM AND ORGANISATIONAL BEHAVIOUR

A critical evaluation of HRM and Organisational Behaviour



Table of Contents

Introduction3

Discussion4

The concept of performance evaluation5

Role of Recruitment and Selection for Multinational MNCs5

Performance Management6

Training and Development7

Improving International HRM and Recruitment and Selection8

The application of Maslow's Hierarchy of Needs9

The role of Growth Theory for implementing Performance Management10

The concept of Herzberg's Motivation and Hygiene Factors11

Conclusion12

A critical evaluation of HRM and Organisational Behaviour

Introduction

HRM and organisational behaviour is an important area of an MNCs that has a crucial role to play in achieving success in the overall performance of an organization. It involves the overall management of resources of an MNC in a manner that leads to the achievement of the MNCs goals comprehensively. Various functions are involved within the function of human resource management of an MNC. HR manager of an MNC needs to perform various functions ranging from recruitment of a candidate to the overall development of employees. It also includes improving their skills and thereby allowing them to apply their skills towards the achievement of the overall goal of the MNC (Arthur, 2001, 40).

The researcher in 2008 suggested that human resource practices contribute to sustained competitive advantage and influence organizational performance. Many authors have explored different aspects of performance, such as organizational performance, performance management, performance appraisal, performance planning, performance measures, performance standards, and quality management, in order to describe the effectiveness of the organization. Many researchers explored the optimization of human performance at work based on the work system compatibility theory, which identified two main factors, energy replenishment and energy expenditure forces that had an impact on human performance at work (Autio, 2000, pp. 909).

Researcher in 2007 discussed the seven deadly sins of performance measurement: vanity, provincialism, narcissism, laziness, pettiness, inanity, and frivolity. They even discussed an effective performance appraisal system that incorporates formalization, job relatedness, standards and measurements, validity, reliability, open communication, trained appraisers, ease of use, employee accessibility to results, review procedures, and appeal procedures (Barney, 1991, 120).

Although different aspects of performance have been addressed, there is not a clear definition of performance. As it applies to this study, performance is defined as (a) the manner in which something or somebody functions, operates, or behaves; (b) the way in which somebody does a job, judged by its effectiveness; and (c) the act of carrying out or accomplishing something such as a task or action. The organization first must define what it is measuring and what the minimally acceptable standards are for each volunteer position, in order to evaluate high performance. Therefore, a high performance is the act of accomplishing a task within defined guidelines or defined roles that are superior to the minimally acceptable standards (Boyer, 2002, 20).

Discussion

A researcher noted in 2003 that organizational performance is primarily a matter of management effectiveness of management's capacity to create the exact culture and motivational structure. One of Researchers in 2004 defined organizational performance or effectiveness as, utilizing organizational resources in a way that maximizes an organization's ability to create ...