Examining Driving Forces of SHRM Practices Promoting Organisation Effectiveness

Abstract

The aim of this study is to find out the factors underlying a SHRM practice which promotes organization effectiveness by studying the implication and existence of SHRM practices in the firm and analyzing the impact of HR strategy on achieving organizational effectiveness in the firm. Both primary and secondary data was used in the process of carrying out the study. In order to collect the primary data, a well-formulated questionnaire was circulated and personal interviews were carried out with the employees in the firm. Secondary data was collected from the firm’s employee manual, HRM reports, and HR journals. All the 30 (sample size) officials from top management and few line managers from the firm (stationed at Tuticorin) are the respondents for the study. Judgmental sampling was used. Percentage and Correlation method was used for the analysis. Forty-three percent employees feel that the CSR activities carried out in the firm has been influenced by the incorporation of SHRM in the management. More attention can be given on carrying out CSR activities effectively. Job rotation and flexible schedules can be carried out to improve the employees’ progress. The management should ensure that the functional managers should work in close co-ordination with the HR managers rather than allowing it to work isolated. This will ensure that, the HR practices are carried out without deviating from the HRM policy of the company