Human Resource Management Analysis of Results - Example

Human Resource Management Analysis of Results Client Name Client Institution Human Resource Management Analysis of Results The outcome of the survey conducted as described in the previous chapter will be discussed in this section. The results involve the output from the qualitative as well as quantitative analysis therefore it will be done in two parts to capture both qualitative and quantitative aspects. The analysis will involve the use of tables and graphs. Reliability Analysis Cronbach's test is the most common test which is used in determining the reliability of a given data set. This analysis investigates for any missing values in the data or the data values which were erroneously deleted and forms a rationale through which the conclusions ensuing from the data can result to tangible conclusion or not (Robson, 2010). The reliability tests are conducted on the four main components which contain a number of items as shown in table 1 below. Table 1 Reliability statistics Variables No of Items Cranach’s Alpha Pervasive corruption 36 0.736 Political interference 01 0.641 Poor coordination 01 0.821 Lack of machinery and technology knowhow 01 0.867 From table 1 it is seen that the variable pervasive corruption which contains 36 measurement items from the Spector’s model has a reliability of 73.6%, political influence which is measured directly hence only one item has a reliability 64.1%. On the effects of poor coordination on performance management has a reliability of 82.1% while that of lack of efficient machinery has a reliability of 86.7%. The recommended reliability in some tests is approximately 70% this means that the values obtained from the research meet this recommendation and therefore are reliable for the purpose of this research analysis. Statistical Analysis Demographic Analysis This section will give the analysis of the age and the gender characteristics of the sample selected. In order to achieve this, descriptive analysis to ascertain their frequencies is performed as shown in the next two sections (Robson, 2010). Gender Table 2 Frequency analysis of the gender Gender Frequency Percent Valid Percent Cumulative Percent Valid Male 134 52.3 52.5 52.5 Female 121 47.3 47.5 100.0 Total 255 99.6 100.0 Missing System 1 .4 Total 256 100.0 From table 2 it can be noted that of the 256 people who are surveyed, 134 of them which is an equivalent of 52.3% of the total sample are male while 121 of them representing 47.3% are female. The remaining 0.4% which is 1 of the correspondences could not be classified due to omission of some of the parameters but nevertheless accounted. The result therefore is representational and shows a fair distribution of the gender because they differ by small margins. Age This shows description of the age in years of the sample selected for the study; to achieve this the ages are put into clusters as shown in table 3 below. Table 3: Age in years Frequency Percent Valid Percent Cumulative Percent Valid 16-25 20 7.8 7.8 7.8 26-35 30 11.7 11.7 19.5 36-45 93 36.3 36.3 55.9 46-55 51 19.9 19.9 75.8 56-65 34 13.3 13.3 89.1 66+ 28 10.9 10.9 100.0 Total 256 100.0 100.0 Table 3 is a clear description of the age distribution of the sample. The largest percentage of the sample 36.3% are aged between 36 and 45 years which represents 93 of the 256 sample. The lowest percentage, 7.8% is aged between 16-25 years, representing 20 respondents. 10.9% corresponding to 28 individuals of the sample were aged 66 years and above as revealed by the table above. The other age clusters are fairly distributed as shown in table 4.3. The last column of the table gives the cumulative values of the percentage of the individuals starting from 7.8% to 100%. Qualitative Data Analysis This is the analysis of the comments made by the respondents concerning the issue of performance management practices in the two firms. These are the results ascertained through qualitative survey by utilizing well set objective questions as discussed in the subsequent section. Performance Management Practices before and after the change of leaderships at the two firms There are views that the current performance management practices have deteriorated as compared to the practices before the leadership changes that the two firms have experienced in the period of the past one and a half decades. Close to 70% of the respondents hold to the view that the current challenges being faced now as far as performance management is concerned are fuelled by the effects that the changes occasioned to the two firms. Some of the effects that came with the changes based on the respondents include corruption, political influence, and change of management structures and operations. Even though some of these issues have been addressed by the incumbent regimes in the firms, the progress of performance implementation is not yet to the international standards. Corruption and improper office conduct and Performance Management Pervasive corruption and improper office operations were highlighted by various respondents as one of the main challenge facing performance implementation in the industry. The service industry in which Apple Inc. and Ernst & Young Companies operate in, is challenged with quite a number of challenges regarding good governance, corruption where personnel are succumbing to irresponsible conducts in order to edge for themselves positions of influence. These prevalent cases as highlighted by the respondents show that there is still a huge challenge that is occasioned by unprofessional conduct which makes performance appraisal all the same difficult. This influence is clearly reflected in the current poor state of construction performance management practices in the service industry. Political Influence on Performance Management Political influence is viewed differently, some against while others are for the opinion that politics have played a role in the current state of performance management practices in the service industry and specifically in the two firms taken for this study. However, together with improper office conduct, political influence is named as being among the main challenges facing PM in the industry. There is a general feeling that ever since the change in leadership in the two firms, the industry has not yet set up an effective recovered from challenges associated with change leadership affecting performance appraisal and management (Cokins, 2004). The Effects of job Insecurity on Performance Management The effects of job insecurity on performance management greatly affected personnel performance and effectively the firms’ human capital output. Job insecurity, according to the respondents, comes with lack of proper structures to defend employees’ privileges and benefits in the firms in some instances not giving them flexibility of choice of the work they want to do in the industry (Cokins, 2004). This therefore creates fear among employees which effectively affects their performance which makes it difficult to reach fully devout their efforts to work as they are not generally motivated to put in that extra effort. However, some of the respondents did not feel that the there were adverse fears of job insecurity in the two firms and in their view, poor personnel coordination is the one that contributes to the relatively wanting state of performance management that may be considered to be plaguing the service industry and specifically their respective firms (Cokins, 2004). Education Level and Performance Management Education is another factor considered to influence PM in the service industry and the two firms taken for study in this research as revealed by the study. The sample largely agreed that there is link between education and effective personnel performance. They feel that education equips personnel with the relevant skills they need to conduct their professional businesses as required in their work schedules and contracts in the firms where they work and this helps in the realization of company objectives and goals as required. Performance Contract and Performance Management The success of a project entirely depends on the people implementing it. It therefore rests on the management to ensure that their personnel are well trained and equipped with the required skills to enable them fully work on the work that is assigned to them. To ensure that there is commitment to the contracts signed, performance contracts are a strategy that is suggested by a number of respondents as a way of ensuring that there is pro-rata performance from the personnel in the companies. This requires the employee to commit themselves in writing about what they are supposed to cover in the course of their work in the firms. However, in the views of close to 80% of the respondents, factors such as corruption and improper office conduct in the personnel recruitment process, and political influence are among the factors behind how such inefficiency in performance continues to be observed in the service industry at large and the two firms in specific. However, as some respondents noted, the two firms have specific strategies and programs to ensure that there is flawless operations and conduct that ensures effective employee performance in their companies (Child, 2005). Poor Coordination among international agencies and local communities Just like high levels of ignorance among the public on matters of performance management, some respondents blame the slow rate of performance implementation on poor coordination among international agencies and the local community concerned with human resource management issues (Child, 2005). Some international agencies are reported to snub civilians by not involving them whatsoever in the project and performance appraisals. This denies people exposure and equipment with the proper relevant skills that would help them become better human resource personnel in their places of work. Most of the respondents felt that it is wise for these agencies to adequately incorporate the public through various means including hiring them to trainings. When it so happens, the civilians feel to be part and parcel of the process (Boxall & Purcell, 2008). Technology and Performance Management A number of respondents failed to relate to how exactly performance management is linked to technology. Nevertheless, they were keen to note that the firms they work are well advanced in technology and that there are well acquainted with the central place that technology plays in the operation of these businesses (Boxall & Purcell, 2008). This makes it imperative for the personnel to be well trained and acquainted with the most recent technologies in order to keep up with the pace of technological advancement not only in their companies but the service industry as well where they operate so as to make it easier to gauge their performance with easily. It is also a general feeling that there are many avenues through which technology can be used to both improve and better performance management in these two companies as far as the respondents are concerned. References Boxall, P. & Purcell, J. (2008). Strategy and Human Resource Management. 2nd ed. Basingstoke: Palgrave-Macmillan. Child, J. (2005). Organization: Contemporary Principles and Practice. Oxford: Blackwell. Cokins, G. (2004). Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap). New York: Sage Publishers. Robson, C. (2010). Real World Research. Oxford: Blackwell Printing Press. Read More