Assessing the Human Resource Team’s Performance

Neeraj Kumari^1,

¹Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, India

Cite this paper

Neeraj Kumari. Assessing the Human Resource Team’s Performance. Journal of Business and Management Sciences. 2017; 5(3):85-92. doi: 10.12691/JBMS-5-3-3

Abstract

The study aims to assess the present performance of the HR Team. The performance of the individual employees has been assessed through trend lines, with the help of various bar graphs. These charts were meant to provide the trend of individual employees, and configure areas of attention and improvement. The data used to examine the performance of the employees includes both primary and secondary data. For Primary data, a questionnaire was administered personally to all the Human Resource staff. For Secondary data various articles, books and websites were consulted the names of which are duly mentioned in the literature review and reference section. The sample size is 10. This includes 5 Executives, 2 Senior Executives and 3 Assistant Managers. For designing the Questionnaire Likert Scale was used. The questions are based on certain parameters such as innovation, vision, trust etc, which are essential elements of a High Performance team. To conclude, there should be more team bonding. There should be more transparency. More non- monetary rewards and recognitions should be introduced for motivational purposes. More training and developmental programs should be encouraged. There should be reduction in transactional work. Job rotation should be practiced more frequently. All this will lead to a high performance team. The management should work towards creating an environment where creativity is encouraged, increased people participation in the decision making process, development of trust among employees and provide more cross functional exposure.

Keywords

creativity, development, innovation, rewards, trust

Copyright

This work is licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

References

[1]	Düllmann, T. F., & Van Hoorn, A. (2017 April). Model-driven Generation of Microservice Architectures for Benchmarking Performance and Resilience Engineering Approaches. In Proceedings of the 8th ACM/SPEC on International Conference on Performance Engineering Companion (pp. 171-172). ACM.
[2]	Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational performance. Journal of Management, 43(4), 973-997.
[3]	Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. (2017). Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pacific Journal of Management, 1-22.
[4]	Fu, N., Flood, P. C., Bosak, J., Rousseau, D. M., Morris, T., & O'Regan, P. (2017). High‐Performance work systems in professional service firms: Examining the practices‐resources‐uses‐performance linkage. Human Resource Management, 56(2), 329-352.
[5]	Hajro, A., Gibson, C. B., & Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), 345-372.
[6]	Hoch, J. E., & Dulebohn, J. H. (2017). Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework. Human Resource Management Review.
[7]	Mahmood, A., Khurshid, M. K., & Ali, U. (2017). The Impact of High Performance Work System on Employees Attitude: The Mediating Role of Human Resource Flexibility. Journal of Contemporary Management Sciences, 2(1), 83-124.
[8]	Fernandez, V., Fernandez, V., Simo, P., Simo, P., Sallan, J. M., & Sallan, J. M. (2016). Turnover and balance between exploration and exploitation processes for high-performance teams. Team Performance Management, 22(3/4), 204-222.
[9]	Zhong, L., Wayne, S. J., & Liden, R. C. (2016). Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation. Journal of Organizational Behavior, 37(6), 823-844.
[10]	Dominguez, C., Moura, I. C., & Varajão, J. (2016). High Performance Teams: Do Perceptions and Reality Match?. International Journal of Information Technology Project Management (IJITPM), 7(2), 72-82.
[11]	Chiang, Y. H., Hsu, C. C., & Shih, H. A. (2015). Experienced high performance work system, extroversion personality, and creativity performance. Asia Pacific Journal of Management, 32(2), 531-549.
[12]	Hays, J. M. (2014). High-performance teams and communities of practice. Oxford Journal: An International Journal of Business & Economics, 5(1).