Tuba Qutab

 Developing an Effective Human Resource Management System in Large Multinational Companies – The Recommended Practices and Strategies Student Name: Acknowledgement I would like to thank my family and my friends as they have helped me a lot throughout the period of my conduction of research. The moral support I got from them was incredible that will always be a happy memory for me from now onwards. In addition, I would like to pay my gratitude to all my teachers and my tutors who have inspired me a lot throughout my journey that actually aggravated my interest in the field of Human Resource Management. I would like to specially thank my supervisor Mr. ________ who have helped me to ease this milestone with his expertise and advices that paved the way for me to a considerable extent. I am so grateful to him for all the efforts he had put in in order to ensure that the work is on the track throughout the process that led to the completion of this dissertation. Abstract The term “Human Resources” came into existence in 1960s which gave birth to a new sector in the businesses that is “Human Resource Management”. In the modern competition, the strength of the workforce has become extremely important for the companies to survive. However, Unilever being a multinational company has been a victim of poor management of human resources in regard to ineffective communication, ineffective leadership and much more. The aim of this paper is to evaluate the problems of the company and to develop Human Resource Management System for the company. In this regard, a case study has been conducted through questionnaires and interviews that take 100 employees of the company under consideration in order to understand their positions in the company in an effective manner. The results revealed that the company majorly lacks in the spheres of selective recruitment, effective communication, effective leadership, compensation management and reward management, development system, compliance management and performance appraisal. In this regard, Human Resource Management System is developed with proper implementation strategies that are the solution to the current problems of the company with the potential to maximize employee performance and employee satisfaction. The study concludes that the driver of the employees in terms of performance and satisfaction in the company are efficient human resource management practices. Table of Contents Acknowledgement1 Abstract2 Chapter 17 1.Introduction7 1.1.Introduction7 1.2.Research Significance8 1.3.Research Problem8 1.4.Personal Motivation9 1.5.Research Aims and Objectives10 1.6.Structure of the Thesis10 Chapter 211 2.Literature Focus11 2.1.Rationale and Scope11 2.2.Literature Review11 2.2.1.Definition of Human Resource Management11 2.2.2.Impact of Human Resource Management Practices12 2.2.3.Problems of Human Resource Management System in Unilever12 2.2.4.Innovative Human Resource Management Practices13 2.2.4.1.Reward System and Work System13 2.2.4.2.Effective Communication14 2.2.4.3.Leadership Style14 2.2.4.4.Selective Recruitment and Selective Development15 2.2.4.5.Information Technology15 2.2.4.6.Standardization and Localization15 2.2.4.7.Performance Appraisal, Social Activities and Employment Security16 2.3.Literature Gap16 Chapter 317 3.Methodology17 3.1.Hypothesis17 3.2.Research Design17 3.2.1.Research Philosophy18 3.2.2.Research Approach18 3.2.3.Research Strategy19 3.2.4.Time Horizon19 3.2.5.Data Collection and Data Analysis20 3.2.5.1.Measures20 3.2.5.2.Reliability and Validity20 3.2.5.3.Sample20 3.2.5.4.Research Methodology21 3.2.5.5.Equipment22 3.3.Ethical Considerations23 Chapter 423 4.Results Analysis23 4.1.Questionnaire – Section 123 4.1.1.Demographic Information23 4.2.Questionnaire – Section 228 4.2.1.Part 1 – Selective Recruitment28 4.2.2.Part 2 – Effective Communication30 4.2.3.Part 3 – Effective Leadership31 4.2.4.Part 4 – Development System32 4.2.5.Part 5 – Compensation Management and Reward Management34 4.2.6.Part 6 – Compliance Management35 4.2.7.Part 7 – Performance Appraisal37 4.3.Human Resource Management System38 5.Conclusions and Recommendations40 5.1.Conclusion40 5.2.Limitations42 5.3.Recommendations43 5.3.1.Selective Recruitment43 5.3.2.Effective Communication43 5.3.3.Effective Leadership43 5.3.4.Development System43 5.3.5.Compensation Management and Reward Management43 5.3.6.Compliance Management44 5.3.7.Performance Appraisal44 Bibliography45 Appendices50 Appendix A – Questionnaire Sample50 Appendix B – Questionnaire Results53 Table of Figures Figure 1 - Research Onion14 Figure 2 - Gender21 Figure 3 - Age22 Figure 4 - Education23 Figure 5 - Department24 Figure 6 - Experience25 Figure 7 - Selective Recruitment26 Figure 8 - Effective Communication27 Figure 9 - Effective Leadership29 Figure 10 - Development System30 Figure 11 - Compensation Management and Reward Management32 Figure 12 - Compliance Management33 Figure 13 - Performance Appraisal34 Figure 14 - Human Resource Management System36 Chapter 1 1. Introduction 1.1. Introduction The driving units of a car are the wheels actually. If they will not work effectively and efficiently, it will lead to the inefficiency of all other units of the car. Similarly, the driving units of an organization are the employees. If they will not work effectively and efficiently, it will lead to the inefficiency of all other units of the organization. The employees need to be motivated in order to achieve the desired results as their personal attitude is directly proportional to their business performance. Moreover, it is the ethical responsibility of all the organizations to take care of their employees to prove them socially responsible. Thus, the need of a proper department to manage the affairs of the employees at the workplace highlighted. The term “Human Resources” came into existence in 1960s when the need of labor relations arises. It then gave birth to a new sector in the businesses that is “Human Resource Management”. Human Resource Management is a wide terminology that is particularly dedicated to the development and the sustainability of the employees within an organization. In short, it particularly revolves around the management of human resources within a firm. The general human resource management practices include staff recruitment, compensation programs, employee training, reward system and effective communication and effective leadership. However, each organization uses a different set of human resource management practices according to the needs and the demands of the business operations. It depends on several other factors including the number of employees and the size of organizations. For example, Nestle uses the process of geocentric recruitment to heir the new employees being a multinational company whereas Fauna uses the process of ethnocentric recruitment to heir the new employees being a local company. This brief comparison clearly indicates that internationalization puts an extreme responsibility on the HR departments of the companies as the employees become more diverse culturally. However, with the passage of time the practices of human resource management are becoming ineffective as the companies are imposing the development of synergy between the culture of home country and host country. For example, Coca Cola has faced a huge loss of employee job satisfaction in Pakistan as the communication barriers were increasing between the lower staff and the higher staff. Similarly, BMW has detected employee demotivation considerably because of the lack of a smart reward system. These ideas clearly indicate the need of effective human resource management system having an accurate set of practices and strategies to cope with the issues of multinational companies particularly as they are the main sufferers and the main bearers in the regard. Unilever is a multinational company that is headquartered in Rotterdam, Netherlands and London, United Kingdom. The company has the status of one of the largest and the oldest multinational companies in the world as the company has entered all the largest markets of the world with approach to over 190 countries. In addition, the company owns over 400 brands in various regions that contribute a huge chunk in the annual profit out of which some of the famous brands include Dove, Omo, Axe, Knorr, Sunsilk, Magnum, Lipton, Lux, Surf, Rexona and Hellmann’s. The company offers a range of products such as ice – creams, beverages, food and energy drinks from which 40% of the total revenue is generated each year to the people of all the ages that makes the customer market even more diverse. The company owns a very good reputation in the market as a result of the unique competitive strategies the company has come up with every time in order to divert the market at best. This research is devoted to Unilever in order to explore the research topic in a cohesive manner. In general, the problem that is powering this research is that the employees are unable to work properly in ones of the largest multinational companies such as Walmart, Aldi, McDonald’s, BMW, Burger Hub, Nestle, Coca Cola and in particular Unilever. As a result, the driving force of the company is unsatisfied from the jobs which are leading to delay in several activities such as the achievement of goals, impacting the performances of these companies by reducing and unbalancing the employee turnover rate. The reason of this happening is that the HR department has biased approaches to deal with the stuff on the whole which is evident from the decisions of the companies. The main factor that is leading towards this biasness is that human resource management system is failing to prioritize the strategies and the practices according to their needs which are destructive. In addition, the management is failing to give communication utmost importance which has the capability to reduce all the possible hazards to the employees in any possible context. The solution to these problems is that the companies should implement a set of practices by proper communication with the employees. In addition, these practices should be prioritized in order to maximize the positive impacts. In order to implement this solution, the companies should introduce reforms in the HR department at the foundation step. 1.2. Research Significance The main areas of focus will be the practices that the employees consider important in order to smooth the environment and the workplace. In addition, the strategies that could be achieved according to the nature of business and the size of the business will also be given utmost importance. This work will end up with a proper human resource management system that can be implemented in multinational companies in particular in Unilever in order to increase the performance which will be beneficial for the society as the performance of a multinational company is not only associated with the local economy but the global economy as well. In addition, the companies can use this system to understand the needs of the employees of different categories which requires a handsome deal of time and money for research in order to decide the best practices for implementation. This aspect of research makes it important for the industry as well. In addition, the academic importance of this research cannot be neglected. It is useful to fill the literature gap in the world of business as this problem is not addressed in this aspect effectively. Plus, it will provide productive hypothesis to the future researchers for beginning some new researches on this topic. 1.3. Research Problem The topic that is used as an epicenter in this paper is “Developing an Effective Human Resource Management System in Large Multinational Companies – The Recommended Practices and Strategies”. In order to justify this topic, the conditions of the staff in different multinational companies can be taken into consideration. For example, the discrimination at the workplace on the basis of gender, post, age and class is evident in a number of large multinational companies such as Walmart and Aldi particularly in the developing countries. According to “The Economist”, Walmart has found to be extremely biased towards the Americans particularly. This biasness was creating barriers among the staff members. Moreover, a clear discrimination was evident at regular salaries and promotion system of female workers and male workers which was further worsening the situation. Similarly, the report also shows that Aldi is doing discrimination among the employees based on their ages. The company does not have a considerable population of employees over the age of 30 which is also impacting the regular salaries as the younger people are being paid more than the older people despite their equal services. This discrimination does not end to these companies solely. The other largest names in the market including Unilever, McDonald’s and Burger King are also involved in such cases differently. The question that now arises is the solution to these problems. In a broad spectrum, the only solution to these problems is an effective human resource management system having the capability to eradicate these problems from the root through effective practices and efficient strategies. Therefore, considering the preliminary research to build a hypothesis, the practices which can develop an effective human resource management system are effective communication, effective leadership, selective recruitment and training system. The reasons these practices are made a part of the hypothesis are that effective communication removes the differences as the employees are being listened by the management which ensures the resolving of problems according to Economist Intelligence Unit, effective leadership removes the differences particularly in the case of democratic leadership as all the employees feel respected by getting a chance in the affairs equally and selective recruitment and training system remove the differences by selecting the employees on the set standards for everyone and training the employees to engrave the culture of the company according to National Bureau of Economic Research. 1.4. Personal Motivation The motivation that actually prompted me to choose this topic as a subject for my research is based on my personal experience with one of the largest multinational companies in the world, Unilever. According to “The Economist”, the employees in Unilever are overworked and unsatisfied. Moreover, the increase of communication barriers between the lower staff and the higher staff is also evident which is because the lower staff do more work and enjoy less rewards while the higher staff do less work and enjoy more rewards. As an employee in Unilever, I used to fall in the category of the lower staff being a sales person. The evident fact was that I used to receive less salary as compared to the employee who was on a better post though our educational level and experience level was similar. Moreover, the reward system was even full of discrimination in this regard. It poses several questions on the recruitment strategy of the company as well. This experience highlighted the need of human resource management system which can address the rights of all the employees at all the levels without any discrimination. This is why I choose to work on this specific topic. I want to develop a set of practices and strategies that could be implemented in all such companies so that the people could get their unsaid problems resolved at such places which are the sources of lack of confidence, lack of motivation, lack of self – esteem and excess of depression among the employees. 1.5. Research Aims and Objectives The aim of this research has been made clear to a considerable extent that is the development of an effective human resource management system in large multinational companies. The objectives of this research are as follows. To examine the problems in Unilever as a result of which human resource management system of the company, Unilever has become ineffective to please the employees. To sort out innovative human resource management practices so that the company could get rid of orthodox human resource management practices. To develop a set of human resource management practices that could work for the company. To recommend the strategies through which the company can implement human resource management practices in an effective manner. 1.6. Structure of the Thesis The following chapters will address the topics in the following sequel. In Chapter 2, the topic under discussion will be the literature review. The aim of this area is to discover the existing theoretical and experimental work of the authors who have contributed their chunk in this discussion by any route. Moreover, the gap in the literature is also identified which is the lack of work in the field of human resource management in association with the multinational companies particularly. Finally, the last addressed part is my stance on the findings as a contribution to this existing literature. In Chapter 3, the topic under discussion will be the research methodology. The aim of this area is to highlight my research design which actually formulated the research methodology which is actually an exploratory methodology. Moreover, the measures used for this research and the samples used for this research are clearly mentioned with proper scaling. The area deals with justification of relevance of this section with the topic. Finally, the linking of aims and objectives with the research methodology is given utmost importance in this section by critical comparison. In Chapter 4, the topic under discussion will be the research findings. The aim of this area is to evaluate the statistical results through several tools including tables and graphs. The results are reported by not only written means but mathematical means as well. Finally, the relevance of the obtained results with the hypothesis and the literature review is evaluated in order to check the authenticity and the relevance of the entire process of research. In Chapter 5, the topic under discussion will be the conclusions and the limitations. The aim of this area is to remind the reader to the aims and the objectives of the research with the new findings. It also highlights the contradictions and the relevance of the new findings with the theoretical framework. Finally, the discussion moves to the limitations which will give a clear idea that in which boundaries the discovered results could be taken into consideration. Chapter 2 2. Literature Focus The support of literature is important to reveal the current work on a specific topic that acts as a foundation for the process of research. Therefore, the aim of this chapter is to explore the various aspects of literature in order to set the theoretical framework in coherence with the research topic. 2.1. Rationale and Scope In the era of competition, the need of internal strength in terms of the relationship between the company and the employees has become an absolute necessity. Therefore, each multinational company is putting a considerable range of efforts in order to overcome the outcomes as much as possible. However, it is evident that tradition human resource management practices which will be explored in the study are not enough to deal with the present challenges. As a result, the researchers are working for a very long time to discover the impact of innovative human resource management practices on the companies. Therefore, the next rationale of this literature review is to check for the strategies various authors have presented till date in order to minimize the impacts. In addition, the section also covers a comparative analysis of human resource management practices variables along with the impacts they have caused in a specific system. The area that is suffering with the lack of research in short the literature gap is the absence of a proper system with the potential to organize all the activities of human resource management to engage the employees in the best possible manner. Therefore the next aim of this study is to extract the effective strategies so that they could be assembled in the effective human resource management system that can be adopted in any multinational company to increase the efficiency on the large scale. 2.2. Literature Review 2.2.1. Definition of Human Resource Management The terms utilized for various human resources by various authors also include “Human Assets”, “Human Capital”, “Personnel” and “People at Work”. According to Zaharie and Osoian (2013), Human Resource Management is a wide terminology that is particularly dedicated to the development and the sustainability of the employees within an organization through the general practices such as staff recruitment, compensation programs, employee training, reward system and effective communication and effective leadership (Zaharie and Osoian, 2013). According to Sreih (2018), “Human Resource Management is really the management of the employees with an emphasis on those employees as assets of the business”. In this case, the employees in a company are regarded as human capital which clarifies the idea of employees as an asset out of which the company has to obtain efficiency in order to ensure the smooth operations of a series of functions (Sreih, 2018). According to Mao, Xu, and Tian (2012), “Human Resource Management is concerned with the people dimension” in management”. They highlighted the importance of the effective utilization of people in a company in terms of development and productivity as essentials to attain the organizational objectives in a minimal time (Mao, Xu, and Tian, 2012). According to Martocchio, Joshi and Liao (2012), “Human Resource Management is basically a method of developing potentialities of the employees so that they feel maximum satisfaction of their work and give their best efforts to the organization”. (Martocchio, Joshi and Liao-. Impact of Human Resource Management Practices The debate on the impacts of human resource management practices is in the conversation for a very long time. However, the impacts can be turned positive by using a proper set of strategies. Cameron and Whetton (1981) present this idea in a theory called “Organizational Life Cycle Theory” which claims that a company consists of five developmental stages. Therefore, the practices in regard to human resource management should be organized in accordance with the level of progress. This idea increases the impact of the application of human resource management strategies in a positive manner. However, Turnbull, Doran and Rampton (2000) claim that the most significant use of human resource management practices is that it increases the level of employee satisfaction. As a result, the productivity of the workforce is augmented leading towards the achievement of goals in the minimal time. In addition, it is beneficial to smooth the communication practices which connect the team to an appreciable level (Turnbull, Doran and Rampton, 2000). Oliva and Coronas (2009) describe an opposite idea. According to him, the most significant use of human resource management practices is that it organizes the budget of the company. The management of employee turnover can be done by this route as the company has to invest more in order to locate new employees again and again. Therefore, human resource management practices can save the company in this regard as well (Oliva and Coronas, 2009). Ceriello and Freeman (1991) say that the conflicts can disrupt the entire operational chain of a company which impacts the final product. Therefore, the company members need to be engaged in such a manner that the chances of conflicts are minimized. In this case, effective human resource management practices can save the day (Ceriello and Freeman, 1991). 2.2.3. Problems of Human Resource Management System in Unilever In Unilever, the problems of human resource management system as reflected through various studies are as follows. According to Mellam, Rao and Mellam (2015), the excess of gender inequality can make the bias which is never advantageous. In the case of Unilever, the workforce division is 30% females and 70% males. This unequal employment opportunities has deviated the company from a considerable skills range. In addition, the females employees in the company feels aside which makes the environment of the company negative that led to the development of differences among the employees, In this condition, the most negative impact is that communication is hindered which resists the employees to encourage each other to work in close collaboration (Mellam, Rao and Mellam, 2015). According to Buckley, Halbesleben and Wheeler (2016), the leadership of the company is in good condition in terms of provision of guidance in regard to various official matters. However, the mental health of the employees needs to be in the best condition so that they can work maximum for the company. In this case, the leaders at Unilever are not at the right comfort zone with the workers so that they can communicate their other problems at the workplace which are the reasons of distraction at various points which is a reason of performance hindrance (Buckley, Halbesleben and Wheeler, 2016) According to Infande, in order to nullify the cultural differences, Unilever prefers the regional employees in all of the branches which do not seems a good idea as the company fails to recruit the needed workforce which creates an imbalance in work as a few employees have to do more work on the grounds of their high skills while the other employees have to do less work on the grounds of their low skills. This idea led to the development of a strong conflict at the workplace which remains unresolved. Thus, this idea has come up with more harm and less benefit which is never a good option. The other problem that is even disastrous is that the company do not train all the employees who get hired for various jobs. The lower staff is present in the company without any developmental program which does not engrave the culture of the company in this particular staff as a result of which the challenges of survival augments to a considerable level for them which equally affects their showcase of skills in assorted tasks (Infande, 2015). According to Zaharie and Osoian (2013), the compensations plays a very important role in the augmentation of the commitment of the employees with the company which can help the company to pull out of any difficulty in case of any tough time. In case of Unilever, the company offers a range of compensations that are not motivational enough for employees in the countries like Australia and United States of America that have a very strong economy which speaks of the fact that the lifestyles of the people are quite high. Therefore, the employees do not feel confident enough to associate with such a company which results in decrease of productivity to a huge level (Zaharie and Osoian, 2013). According to Blokdyk (2019), a study conducted in the outlets of India in Germany indicates that the employees have faced discrimination as some of the employees who were apparently not the good performers were promoted first. In addition, the senior management did not give any justification for this action to the other employees that were somethings worth consideration. The impact of this approach comes out to be an excessive decrease in morale of the actual good performers that have put the company on the way of success (Blokdyk, 2019). According to Sreih, (2018), a connection among various human resource management practices in various branches of the company is important in order to achieve the status of high satisfaction among all the employees. In the other case, a sort of conflict develops which can lead to the increase of talent in one region and the decrease of talent in other region as the employees want to give their services with better facilities every time. In case of Unilever, a distinction exists between the workers of the developed countries and the developing countries. For example, the company has deviate the minimum wage rate in Pakistan as 5% of the employees were not receiving the enough salaries in accordance to their skills which is a clear violation of the set rules. As a result, the company has also violated its policies to comply with the set rules. The impact of this practice was that the employees furious at this dual policy of the company that increased the level of dissatisfaction to a considerable extent (Sreih, 2018). 2.2.4. Innovative Human Resource Management Practices The innovative human resource management practices with their implementation strategies that can put the company out of this state of crisis in various countries as reflected through various studies are as follows. 2.2.4.1. Reward System and Work System According to Kavanagh and Thite (2008), the best human resource management practices are reward system and work system. The company needs to organize the reward system addressing from the basic level of employees. In this regard, transactional award system is of significance as it deals with the financial awards which encourage all the employees on the same level. In addition, it is the utmost duty of a multinational firm to meet the average wage level per hour of the country in which it is operational. It not only proves it socially responsible but increases the standard of the company which is fundamental to attract the people for several positions in the future. The employees should be given compensation in case of any external hazard. For example, the outbreak of COVID -19 has resulted in the loss of jobs for various people. They need to be compensated in terms of finance from the respective company. Surely, the security of job and the security of health are enough to motivate the employees in the best possible manner. In addition, the company needs to organize the work system in such a way that all the workers can work equally without any overload. It will develop a sense of equality at the workplace which is enough to encourage the employees to give their best in specific capacities (Kavanagh and Thite, 2008). 2.2.4.2. Effective Communication According to Wright, Gardner and Moynihan (2003), the best human resource management practice is the implementation of effective communication in the company which is the best solution to over 90% of the problems that appear in the company at various points. However, the company needs to set the limits of formal communication and informal communication to avoid the negative consequences that can come up with this approach any way. Generally, the leaders are not comfortable enough to talk to which makes the employee suffer at his place for a long time that is never a good option. Similarly, the employees are not comfortable enough to talk to each other which make the collaboration in various tasks way too difficult for them that directly impact the company. In order to avoid these situations, the company needs to utilize some strategies in order to enhance the importance of communication among the employees. In this regard, the first step should be the provision of a pamphlet to the employees from time to time so that they can get awareness about the positives and the negatives of effective communication at the workplace which will definitely alter their attitude in various situations. In addition, a series of regular meetings and online sessions can also help the company in this sphere. In order to make the environment comfortable which leads to effective communication, the company should also held small trips or large trips in accordance to the budget so that the employees can come out of a tough environment which can help them to understand each other in a better manner. This tiny break will develop harmony among them that will give a boost to effective communication cardinal to put the employees on the path of the success (Wright, Gardner and Moynihan, 2003). 2.2.4.3. Leadership Style According to Stahl and Bjorkman (2006), the best human resource management practice is the choice of effective leadership style. The results were deduced by the experimentation on the 20 multinational companies in the assorted regions of the world. The leadership style needs to be varied in response to the situation according to “Fiedler’s Contingency Theory”. However, the engagement of the employees can be ensured at best within the boundaries of equality by the application of democratic style of leadership which gives the power to the workers so that they can ensure the expression of their creative thoughts which degrades in the opposite case. In addition, the division of responsibility among the employees develops a sense of ownership which is cardinal to improve the efficiency of the performance. In addition, if the company feels that the employees are powered to such an extent that any more relaxation can cause hurdles for the company in the sense that the duration of various activities extends beyond the set limit, the other option available should be autocratic style of leadership which give the power to the leaders so that they can control the things with their expertise in the best possible manner to beat the situations that can impact a series of operations in the company. Therefore, the company should ensure the utilization of these two leadership styles in the list at all the cost as they have the capacity to run the company at a stagnant rate in terms of company performance and employee productivity (Stahl and Bjorkman, 2006). 2.2.4.4. Selective Recruitment and Selective Development According to Martocchio, Joshi and Liao, (2012), the best human resource management practices are selective training and selective recruitment. The results were deduced by the experimentation on the major multinational companies in China which revolved around the impact of incremental promotion and radical innovation as the practices of human resource management. First, the companies need to set the skills as a criterion for the recruitment of the employees. The people of all the areas should be encouraged to apply for the job vacancies. However, the problem with this strategy is that it increases the cultural diversity at the workplace which requires new approaches to handle that are not mentioned in detail. Second, the companies need to invest in the training process of the employees at all the levels. In this regard, the major practices include the selection of the effective trainers and the selection of the effective courses. It will help to engrave the culture of the organization in the new workers which is cardinal for future strategies (Martocchio, Joshi and Liao, 2012). 2.2.4.5. Information Technology According to Erasmus, Wyk and Schenk (2004), the best human resource management practice is the implementation of Information Technology in the company. Generally, the large firms fail to address each and every employee separately. Therefore, the engagement of the workers using the other routes is of extreme importance. The proper use of technological devices can increase the coordination among the employees necessary to enhance the communication practices. The best applications in this regard are Web Conferencing by Skype or Zoom and Intranet. These applications allow the management to connect with their workers which assists to boost their morale. In addition, they make the work way to easier as the maximum operations are being managed by the technological devices. This is one of the most strengthened strategies because technology is what gives the companies a competitive edge over the others. However, the problem with this strategy is that the excessive dependence on technology can result in the laziness of the workers which is particularly hazardous for production sector such as Nestle, Coca Cola, Pizza Hut and Burger Hub (Erasmus, Wyk and Schenk, 2004). 2.2.4.6. Standardization and Localization According to Pynes and Lombardi, (2012), the best human resource management practice is the implementation of standardized strategies in all the subsidiaries. The subsidiaries should be allowed localization of these strategies within a set limit as they result in gender inequality at the workplace. The research clearly signifies that the localization of the set strategies result in the depression of the culture of an organization which impacts the core competencies. These core competencies are necessary to maintain as they make the company distinguishable among the other companies in the market. As a result, the factors that will be improved are commitment, competency, congruence, flexibility, adaptability and quality which are cardinal to reach the set objectives in the minimal time. However, the problem with this strategy is that the standard practices cannot be adopted as it is in all the regions where the branches of the company are located. The various social groups which act as the audiences can be diverted by the standardized strategies of the companies. For example, McDonald’s has faced a lot of stress in the past as it was using a standardized advertisement approach which was rejected by a specific group with a claim that it was beyond their religious boundaries. Thus, the adoption of neutral methods becomes a necessity in this case (Pynes and Lombardi, 2012). 2.2.4.7. Performance Appraisal, Social Activities and Employment Security According to Buckley, Halbesleben and Wheeler (2016), the best human resource management practices are performance appraisal, social activities and employment security. The idea has its roots in Maslow’s Hierarchy of Motivation which revolves around the idea that the employees need to be motivated by fulfilling their needs which range from basic to advance. Therefore, the companies need to take three aspects in this regard very seriously, performance appraisal, social activities and employment security (Buckley, Halbesleben and Wheeler, 2016). According to Bucknall and Wei (2005), performance appraisal has the capacity to promote the innovative ideas as the employees set the milestones in order to achieve the set tasks. In this regard, the multinational companies need to organize an award function on yearly basis in which a number of awards should be given such as “Best Employee of the Year”. This practice will develop a healthy competition among the employees (Bucknall and Wei, 2005). According to Fowinkel (2014), social activities have the capacity to improve the standard of the company as it has a direct connection with the environment of the firm. In this regard, the company should implement corporate social responsibility activities such as the release of pay for the sick workers, the use of equality laws for all the workers and the management of extra leaves for the pregnant workers. It makes the companies socially responsible which is a motivational indicator for the employees on the whole as they want to deliver more because they are respected more (Fowinkel, 2014). According to Mao, Xu, and Tian (2012), employment security has the capacity to make the worker feel protected. Generally, the workers look for other jobs at the same time as they want to have a backup plan. In addition, a number of employees prefer to do two jobs at a time as they have zero job security. In this regard, the companies need to provide employment security to the workers as soon as possible. The time limit to make the employees permanent should be decreased so that the best performance can be attained by the workers in the minimal time as they will be fully devoted towards the operations they are working on. However, the problem with this strategy is that the reduction of time limit to make the employees permanent can have a negative impact as the company offers a number of associated packages to the workers after they are permanent. In case, they leave after receiving all the facilities the company will have to pay for pension and other expenses which can disturb the annual budget (Mao, Xu and Tian, 2012). 2.3. Literature Gap The research on the innovative human resource management practices clearly indicate that a lot of work has done in this field till date. A number of researchers have come up with a new approach that has the capability to improve the efficiency in a variety of ways. In addition, the researchers have discovered the techniques to implement the ideas which are some considerable chunks of this literature review. However, the area that is suffering with the lack of research in short the literature gap is the absence of a proper system with the potential to organize all the activities of human resource management to engage the employees in the best possible manner. The activities alone can resolve the issues to a very small extent. However, the inequality in addition to the other problems can be overcome by the development of an effective human resource management system which should be an amalgam of effective practices and effective strategies. This idea is the actual aim of the research which will come into existence in the subsequent evaluation. Chapter 3 3. Methodology The investigation of the research process through the practical means is cardinal. Therefore, the aim of this chapter is to explore the various aspects of the research methodology adopted to take the research on the end point. 3.1. Hypothesis The development of effective human resource management system in large multinational companies should have the following set of practices. The implementation of the strategy of selective recruitment leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of effective communication leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of effective leadership leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of development system leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of compensation management and reward management leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of compliance management leads to the development of effective human resource management system as the major problems in the company are in this particular field. The implementation of the strategy of performance appraisal leads to the development of effective human resource management system as the major problems in the company are in this particular field. 3.2. Research Design According to Kavanagh and Thite (2008), the research design is basically the road through which the author needs to pass in order to reach the set aims and the set objectives in a research process (Kavanagh and Thite, 2008). The research design for this project has followed Research Onion Model which is as follows. Figure 1 - Research Onion 3.2.1. Research Philosophy According to Mao, Xu and Tian (2012), “Pragmatics recognize that there are many different ways of interpreting the world and undertaking research, that no single point of view can ever give the entire picture and that there may be multiple realities” which highlights the idea that pragmatic research philosophy is the one which checks for the coherence between relevant concepts and relevant actions (Mao, Xu and Tian, 2012). According to Zaharie and Osoian (2013), “Interpretive researchers assume that access to reality (given or socially constructed) is only through social constructions such as language, consciousness, shared meanings, and instruments” which highlights the idea that interpretive research philosophy is based on the interpretation of various elements of the study (Zaharie and Osoian, 2013). According to Wright, Gardner and Moynihan (2003), Realist research philosophy claims that the human mind is independent from the reality which makes the scientific assumptions the grounds of the human knowledge (Wright, Gardner and Moynihan, 2003). According to Wright, Dunford and Snell (2001), “Positivists adheres to the view that only “factual” knowledge gained through observation (the senses), including measurement, is trustworthy” which makes the explanation of this philosophy a bit ambiguous (Wright, Dunford and Snell, 2001). In order to develop this project, the research philosophy utilized is pragmatic research philosophy as it can lead from various complex problems to simple theories which are in coherence with the researcher’s views on the organization environment. In addition, this research philosophy allows the evaluation of multiple factors of people’s behavior in a specific situation which is necessary to achieve the objectives of this project. 3.2.2. Research Approach According to Martocchio, Joshi and Liao (2012), deductive research approach is utilized in order to test a theory while inductive research approach is utilized in order to generate a theory from a set of basic assumptions or hypotheses (Martocchio, Joshi and Liao, 2012). According to Vanhala and Ahteela (2011), deductive research approach commence with a set of hypotheses while inductive research approach commence with a set of research questions (Vanhala and Ahteela, 2011). According to Tessema and Soeters (2006), deductive research approach takes into account quantitative research in general while inductive research approach takes into account qualitative research (Tessema and Soeters, 2006). In order to develop this project, the research approach utilized is deductive research approach as the test of the existent innovative human resource management practices is required to constitute an effective human resource management system. In addition, the nature of this research can only be justified by the use of quantitative research as the statistical data is required to make the final result. 3.2.3. Research Strategy According to Tessema and Soeters (2006), survey research strategy which is a form of quantitative research is used in order to evaluate the opinions and the behaviors of a population in regard to a specific stimulus. The method allows the self – reporting of the variable of interest which reduces the factor of biasness to a considerable level as it has the potential to ruin the whole process of research (Tessema and Soeters, 2006). According to Wright, Dunford and Snell (2001), “A case study research can be single or multiple case studies, includes quantitative evidence, relies on multiple sources of evidence and benefits from the prior development of theoretical propositions”. However, a case study research strategy can be descriptive or exploratory which is utilized on the grounds of the research (Wright, Dunford and Snell, 2001). In order to develop this project, the case study research strategy has been utilized as the examination revolves around a single multinational company that is Unilever which makes this approach completely ideal. In addition, the exploration of a contemporary phenomenon was required in the real life context which was completely unattainable without the effective use of this strategy in the terms of exploration. 3.2.4. Time Horizon According to Martocchio, Joshi and Liao (2012), “Cross – sectional surveys are observational surveys conducted in situations where the researcher intends to collect data from a sample of the target population at a given point in time”. As a result, this idea is applicable on the sample that is similar in all the aspects accept the one that is under consideration (Martocchio, Joshi and Liao (2012). According to Kavanagh and Thite (2008), “Longitudinal surveys are also observational surveys but, unlike cross-sectional surveys, longitudinal surveys are conducted across various time durations to observe a change in respondent behavior and thought processes”. The time duration in this case can even long from months to years and from years to decades depending upon the nature of the study. As a result, this idea is applicable on the sample that is different in all the aspects (Kavanagh and Thite, 2008). In order to develop this project, the time horizon utilized is cross – sectional survey due to the following reasons. The comparison of opinions was required. The measure of community needs was required. The evaluation of the program was required to reach an authentic decision. 3.2.5. Data Collection and Data Analysis 3.2.5.1. Measures The questionnaire used for this research were closed ended recorded on the likert scale of 5 points starting from strong agreed to ending on strongly disagreed. The items that are used to make this research possible were 22. In this regard, the measures which were actually measured on the scale are as follows. The problems and the strategy of selective recruitment were measured by 4 points. The problems and the strategy of effective communication were measured by 3 points. The problems and the strategy of effective leadership were measured by 3 points. The problems and the strategy of development system were measured by 3 points. The problems and the strategy of compensation management and reward management were measured by 3 points. The problems and the strategy of compliance management were measured by 3 points. The problems and the strategy of performance appraisal were measured by 3 points. The set of final measures have been attached as a part of appendix. 3.2.5.2. Reliability and Validity In order to check the reliability and the validity of the questionnaire, the pilot test was conducted as a preliminary approach. In this test, 6 scholars and 6 students from postgraduate level participated in order to check the reliability and the validity of the questionnaire. The results of this test come out in the form of grammatical errors which were rectified immediately. Moreover, one of the scholars raised various objections to a single question which was also altered. Finally, the test was gain conducted in which 3 scholars participated in order to check the reliability and the validity of the questionnaire. It was finally approved after which the process of the selection of respondents began immediately. 3.2.5.3. Sample The information in regard to the sample is as follows. 3.2.5.3.1. Population The population used for this research is the set of people working in various multinational organizations in the United Kingdom. This is the basic attribute which makes all of them a suitable population for this research. 3.2.5.3.2. Target Population The target population used for this research is the set of people working in Unilever in the United Kingdom. This is the basic attribute which makes all of them a suitable target population for this research. 3.2.5.3.3. Sample The sample used for this research is the set of assorted people from the target population. The information of the samples used is as follows. Samples Demographic Feature Demographic Specification Frequency Percentage Gender Male Female Total-% 37% 100% Age Below 18 Years 18 to 25 Years 25 to 30 Years Above 30 Years Total-% 18% 23% 53% 100% Education Intermediate Graduation Masters Above Masters Total-% 45% 21% 11% 100% Department Finance Department IT Department HR Department Quality Assurance Department Supply Chain Management Department Operations Management Department Marketing Department R&D Department Sales Department Service Department Total- 10 -% 10% 10% 10% 10% 10% 10% 10% 10% 10% 100% Experience Below 1 Year 2 to 3 Years 3 to 5 Years Above 5 Years Total-% 28% 41% 10% 100% 3.2.5.3.4. Sampling Technique The sampling technique used in this case is random sampling in order to reduce the factor of biasness to a considerable level as it has the potential to ruin the whole process of research. The samples accurately represent the target population which increases the reliability and the validity of the sampling technique to a considerable extent. 3.2.5.4. Research Methodology The methods used for this research are as follows. Questionnaires Interviews The very first step I have taken to carry out the research process was the completion of the request form which was delivered to the respondents in order to gain their consent to fill the questionnaire or to attend the interview. Gradually, the responses which were positive were sorted out in order to begin the process of research. The developed questionnaires were distributed by two means. The first mean was mailed survey in which the 10 questionnaires were mailed to the respondents at various locations. The second mean was internet survey in which the 45 questionnaires were sent to the respondents at various platforms such as Facebook, Instagram, Email and WhatsApp. Thus, it overall covered 100 respondents. The developed interviews were taken by two means. The first mean was one – on – one interview which in which 15 candidates appeared. The second mean was focus group interview which was taken in five meeting through Skype and Zoom. In the first meeting, 5 respondents appeared. In the second meeting, 6 respondents appeared. In the third meeting, 6 respondents appeared. In the fourth meeting, 5 respondents appeared. In the fifth meeting, 8 respondents appeared. Thus, it overall covered 45 respondents. Collectively, 100 responses were collected from assorted means. The ICC score came out to be .75. It clearly reflects that the response of the respondents is independent of the interference of the company in which they are currently employed in. After the collection of data, it was organized using Microsoft Excel where the separation of the responses takes place. Each question was separated to calculate the response rate in order to deduce the final results. The toughest part of the process of data collection was the conduction of focus group interviews through Zoom. I have experienced a lot of fuss during the initial meetings on Zoom. Therefore, I shifted the meetings from Zoom to Skype after the first interview which comes out to be a better site for such activities. In addition, in order to go for random sampling I wanted to choose 10 people from each department which was difficult to figure out. However, the management later helped me to perform this task as well. 3.2.5.5. Equipment Some of the general tools used to make this research possible are as follows. The first software which has been utilized for data collection and data organization is “IBM SPSS Statistics”. This tool allowed the summarization of the data in a very short period of time as it offers customize tables that have the capacity of easy deporting and easy deployment. The second software which has been utilized for data management and predictive analysis is “SAAS”. This tool allowed the forecasting of the result before time by effective statistical analysis, data mining, optimization and simulation. The best part about it is that it is free of cost for the learner which is quite effective. 3.3. Ethical Considerations The ethical considerations which were taken into account throughout the process are as follows. The respondents were fully aware of each and every aim and objective of this research. The things were quite open. No confidentiality is maintained in order to fabricate the stuff which can deceive the respondent in any possible manner. The respondents took part in the research by filling the consent form. No one is forced into the process by any mean. The ease of the respondent was given utmost importance. All the means through which the response can be recorded were given to the respondent as options so that he could connect according to his comfort from any desired mean. The process of data collection and data analyzation was done with extreme care. A long list of software was used in order to ensure that the data cannot be manipulated by any third party. After the process, the data is degenerated with extreme care in order to ensure that it cannot be used by anyone else in the future as it contained the personal information of the respondent. The work has been done keeping in view all the academic laws. All the sources used are properly cited in order to avoid the concerns regarding plagiarism. Chapter 4 4. Results Analysis In order to set a connection between the theoretical framework and the practical framework, the interpretation of the results from the real time respondents is very important. In this regard, the aim of this chapter is to analyze the results from all the possible aspects to meet the set objectives to the investigation. In the research, the number of participants who took part through various means was 100. The questionnaire that has been utilized for this investigation was self – prepared that consists of a range of various open – ended questions and close – ended questions. The method that has been utilized to access the data is “Cross Tabulation” that helps to access the relation among various variables. In order to maintain the secrecy of the respondents, the names and the email addresses has not been mentioned in any segment of the research. 4.1. Questionnaire – Section 1 4.1.1. Demographic Information In a narrow perspective, the evaluation of the demographic information of the respondents does not seen important. However, this aspect is necessary to keep under consideration for the purposes which are as follows. In the first place, this approach helps to check that either the collection of samples was random or not. The collection of random samples is cardinal as they increase the authenticity of the investigation on the whole. In the second place, this approach helps to check that either the demographic information have any impact on the actual results or not. In most of the similar cases, the frequency of the existence of this option is very minimal. However, the consideration is still important. The demographic information has been addressed in the section 1 of the questionnaire. The addressed segments are as follows. In the gender evaluation, the number of males who participated in the research was 63 while the number of females who participated in the research was 37. Therefore, the percentage of males who participated in the research was 63% while the percentage of females who participated in the research was 37%. The idea that comes out of this distribution is that the number of male employees in the company is more than the number of female employees as the collection of samples was random. However, the indication that comes out of this is that the claim of gender inequality in terms of recruitment in the company is absolutely correct. Figure 2 - Gender In the age evaluation, the number of employees below 18 years of age who participated in the research was 6, the number of employees between 18 to 25 years of age who participated in the research was 18, the number of employees between 26 to 30 years of age who participated in the research was 23 and the number of employees above 30 years of age who participated in the research was 53. Therefore, the percentage of employees below 18 years of age who participated in the research was 6%, the percentage of employees between 18 to 25 years of age who participated in the research was 18%, the percentage of employees between 26 to 30 years of age who participated in the research was 23% and the percentage of employees above 30 years of age who participated in the research was 53%. The idea that comes out of this distribution is that the number of employees above 30 years of age was more than any other group as the collection of samples was random. However, the indication that comes out of this is that the claim of age inequality in terms of recruitment in the company is not correct. Figure 3 - Age In the education evaluation, the number of employees with intermediate level of education who participated in the research was 23, the number of employees with graduation level of education who participated in the research was 45, the number of employees between with masters level of education who participated in the research was 21 and the number of employees with above masters level of education who participated in the research was 11. Therefore, the percentage of employees with intermediate level of education who participated in the research was 23%, the percentage of employees with graduation level of education who participated in the research was 45%, the percentage of employees between with masters level of education who participated in the research was 21% and the percentage of employees with above masters level of education who participated in the research was 11%. The idea that comes out of this distribution is that the number of employees with graduation level of education was more than any other group which speaks of the recruitment criteria of the company for the professional posts. Figure 4 - Education In the department evaluation, the number of employees from Finance Department who participated in the research was 10, the number of employees from IT Department who participated in the research was 10, the number of employees from HR Department who participated in the research was 10, the number of employees from Quality Assurance Department who participated in the research was 10, the number of employees from Supply Chain Management Department who participated in the research was 10, the number of employees from Operations Management Department who participated in the research was 10, the number of employees from Marketing Department who participated in the research was 10, the number of employees from R&D Department who participated in the research was 10, the number of employees from Sales Department who participated in the research was 10 and the number of employees from Services Department who participated in the research was 10. Therefore, the percentage of employees from Finance Department who participated in the research was 10%, the percentage of employees from IT Department who participated in the research was 10%, the percentage of employees from HR Department who participated in the research was 10%, the percentage of employees from Quality Assurance Department who participated in the research was 10%, the percentage of employees from Supply Chain Management Department who participated in the research was 10%, the percentage of employees from Operations Management Department who participated in the research was 10%, the percentage of employees from Marketing Department who participated in the research was 10%, the percentage of employees from R&D Department who participated in the research was 10%, the percentage of employees from Sales Department who participated in the research was 10% and the percentage of employees from Services Department who participated in the research was 10%. The idea that comes out of this distribution is that the technique of the collection of samples was absolutely random. Figure 5 - Department In the experience evaluation, the number of employees below 1 year of experience who participated in the research was 21, the number of employees between 2 to 3 years of experience who participated in the research was 28, the number of employees between 3 to 5 years of experience who participated in the research was 41 and the number of employees above 5 years of experience who participated in the research was 10. Therefore, the percentage of employees below 1 year of experience who participated in the research was 21%, the percentage of employees between 2 to 3 years of experience who participated in the research was 28%, the percentage of employees between 3 to 5 years of experience who participated in the research was 41% and the percentage of employees above 5 years of experience who participated in the research was 10%. Figure 6 - Experience On the whole, the data depicts that the employees who are over 30 years of age with masters level of education are more likely to fall in the category of employees above 5 years of experience. However, the gender variable has not found to have a visible impact on this correlation which is why the gender variable has been ignored for the subsequent analysis except for the selective recruitment where the evidences of correlation are present. 4.2. Questionnaire – Section 2 4.2.1. Part 1 – Selective Recruitment The aim of this part was to check that the implementation of the strategy of selective recruitment leads to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of selective recruitment contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 1 (1%), neither Agree nor Disagree – 5 (5%), Agree – 21 (21%) and Strongly Agree – 73 (73%). In the statement two, “My organization places the right person in the right job on merit”, the results include Strongly Disagree – 28 (28%), Disagree – 35 (35%), neither Agree nor Disagree – 18 (18%), Agree – 11 (11%) and Strongly Agree – 8 (8%). In the statement three, “My organization unveils all the work and the laws at the time of selection”, the results include Strongly Disagree – 35 (35%), Disagree – 20 (20%), neither Agree nor Disagree – 15 (15%), Agree – 18 (18%) and Strongly Agree – 12 (12%). In the statement four, “My organization is not discriminative towards males or females at the time of recruitment”, the results include Strongly Disagree – 41 (41%), Disagree – 15 (15%), neither Agree nor Disagree – 15 (15%), Agree – 20 (20%) and Strongly Agree – 9 (9%). Innovative Human Resource Management Practice Mean Statement 1 4.66 (Strongly Agree) Statement 2 2.36 (Disagree) Statement 3 2.52 (Disagree) Statement 4 2.41 (Disagree) Figure 7 - Selective Recruitment In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of selective recruitment is the major problem in the company. In the light of statement one and statement two, the employees want the presence of this strategy as a huge ratio of the employees believe that the organization has fallen prey to favoritism which has led to the failure of the placement of the right person in the right job. In the light of statement three, the company makes a considerable range of the employees to work more as contracted with them at the time of recruitment. The reason of this is the lack of communication between teams and management or the lack of compliance with the laws as this is against the values of the company. However, Agree – 18 (18%) and Strongly Agree – 12 (12%) of the respondents who favored the company in this case were at or above masters level of education that means they are on higher posts which depicts the presence of power discrimination. In addition, the excess of gender discrimination is present in the company which was even evident from the demographic information. However, Agree – 20 (20%) and Strongly Agree – 9 (9%) of the respondents who favored the company in this case were all men which make this aspect even more controversial. The results are in accordance with the theoretical framework with a new addition that in the company, favoritism is also present which has led to the failure of the placement of the right person in the right job. 4.2.2. Part 2 – Effective Communication The aim of this part was to check that the implementation of the strategy of effective communication leads to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of effective communication contributes to effective Human Resource Management system”, the results include Strongly Disagree – 3 (3%), Disagree – 5 (5%), neither Agree nor Disagree – 10 (10%), Agree – 21 (21%) and Strongly Agree – 61 (61%). In the statement two, “My company undertake activities to promote effective communication such as promotion of self – expression, conduction of team events etc”, the results include Strongly Disagree – 41 (41%), Disagree – 31 (31%), neither Agree nor Disagree – 20 (20%), Agree – 5 (5%) and Strongly Agree – 3 (3%). In the statement three, “My company has strict laws to address the issues of unethical communication”, the results include Strongly Disagree – 49 (49%), Disagree – 15 (15%), neither Agree nor Disagree – 25 (25%), Agree – 9 (9%) and Strongly Agree – 2 (2%). Innovative Human Resource Management Practice Mean Statement 1 4.32 (Strongly Agree) Statement 2 1.98 (Disagree) Statement 3 2.00 (Disagree) Figure 8 - Effective Communication In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of effective communication is the major problem in the company. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, the company has failed to put efforts in order to promote effective communication through various practices which can be done as the company owns the status of one of the largest multinational companies. The prohibition of self – expression reflects the strict leadership in the company which has contributed to an increase in the communication barriers which even lead to the development of a non – competitive environment as a result of which the level of job dissatisfaction increases that makes the employee absent from the workplace even when he is present physically. In the light of statement three, neither Agree nor Disagree – 25 (25%) of the respondents represent that a considerable range of the employees are completely unaware in this regard as they have never encountered any situation where the application of this policy has been observed. The fact that even contributes to this aspect is that this category is also comprised of the employees with above 5 years of work experience. However, the increased trend towards the prohibition of the statement is clearly evident of the absence of the efforts of the company in this regard. The results are in accordance with the theoretical framework with a new addition that in the company, the presence of strict laws to address the issues of unethical communication is a big question mark. 4.2.3. Part 3 – Effective Leadership The aim of this part was to check that the implementation of the strategy of effective leadership leads to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of effective leadership contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 2 (2%), neither Agree nor Disagree – 15 (15%), Agree – 20 (20%) and Strongly Agree – 61% (61%). In the statement two, “I do not work under the threat of losing my job as the leadership style is satisfactory”, the results include Strongly Disagree – 5 (5%), Disagree – 10 (10%), neither Agree nor Disagree – 15 (15%), Agree – 30 (30%) and Strongly Agree – 40 (40%). In the statement three, “I am encouraged by my supervisors to discuss the problems with them”, the results include Strongly Disagree – 55 (55%), Disagree – 20 (20%), neither Agree nor Disagree – 7 (7%), Agree – 10 (10%) and Strongly Agree – 8 (8%). Innovative Human Resource Management Practice Mean Statement 1 4.34 (Strongly Agree) Statement 2 3.90 (Agree) Statement 3 1.96 (Disagree) Figure 9 - Effective Leadership In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of effective leadership is the minor problem in the company but still this problem exists. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, one aspect is very clear that the leaders have not utilized the brutal use of power on the employees in any mean. However, Strongly Disagree – 5 (5%) and Disagree – 10 of the respondents belong to the employees with below one year of experience. In this time, the employees have to work under the strict supervision of the supervisors in order to ensure that they work in accordance to the policies of the company which has definitely impacted their choice in this regard as they have to work in pressure. In the light of statement three, the aspect that comes out is that the leaders are not friendly enough to create a positive environment which is a foundation for the collaborative efforts of a team. However, Agree – 10 (10%) and Strongly Agree – 8 (8%) are the respondents with above 5 years of work experience who are familiar with all the management in the company which gave them an ease to communicate with them as a sort of relationship has been developed over a very long period of time. As a result, the employees who have not reached at this stage are unable to share their problems with the leaders that clearly impact their performance in a range of activities which comes out to be harmful for the company. The results are in accordance with the theoretical framework. 4.2.4. Part 4 – Development System The aim of this part was to check that the implementation of the strategy of development system leads to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of development system contributes to effective Human Resource Management system”, the results include Strongly Disagree – 8 (8%), Disagree – 8 (8%), neither Agree nor Disagree – 10 (10%), Agree – 25 (25%) and Strongly Agree – 51 (51%). In the statement two, “Training system in my company includes problem management skills, communication skills, time management, pressure management, teamwork skills and knowledge of organization”, the results include Strongly Disagree – 58 (58%), Disagree – 15 (15%), neither Agree nor Disagree – 15 (15%), Agree – 5 (5%) and Strongly Agree – 7 (7%). In the statement three, “The training needs of the employees in my company are accessed on the basis of their personal performance”, the results include Strongly Disagree – 25 (25%), Disagree – 35 (35%), neither Agree nor Disagree – 25 (25%), Agree – 6 (6%) and Strongly Agree – 9 (9%). Innovative Human Resource Management Practice Mean Statement 1 4.09 (Strongly Agree) Statement 2 1.73 (Strongly Disagree) Statement 3 2.39 (Disagree) Figure 10 - Development System In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of development system is the major problem in the company. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, the fact that highlights is that the development system of the company is not strong enough to furnish the skills of the employees which are the reasons of their lack in various activities. The company needs to set up a system with a bunch of strategies that can help the employees in their work even if the leaders are not present for any sort of corporation. In the light of statement three, the training needs of the employees are not accessed on the basis of their personal performance which is another issue of concern. The employees are trained at the start of their work in the company as an employee only. In some cases, the company heirs a few coaches from whom the employees get trained for a specific task. However, these practices do not have the potential to do justice with the employees. The results are in accordance with the theoretical framework with a new addition that in the company, development system is present but is not comprised of the activities that can furnish the skills of the employees. 4.2.5. Part 5 – Compensation Management and Reward Management The aim of this part was to check that the implementation of the strategies of compensation management and reward management lead to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of compensation management and reward management contributes to effective Human Resource Management system”, the results include Strongly Disagree – 1 (1%), Disagree – 4 (4%), neither Agree nor Disagree – 11 (11%), Agree – 13 (13%) and Strongly Agree – 71 (71%). In the statement two, “Rewards and compensations in our organization are strictly linked to employee performance”, the results include Strongly Disagree – 50 (50%), Disagree – 20 (20%), neither Agree nor Disagree – 15 (15%), Agree – 10 (10%) and Strongly Agree – 5 (5%). In the statement three, “Rewards and compensations in our organization are fair and motivational”, the results include Strongly Disagree – 21 (21%), Disagree – 65 (65%), neither Agree nor Disagree – 5 (5%), Agree – 5 (5%) and Strongly Agree – 4 (4%). Innovative Human Resource Management Practice Mean Statement 1 4.49 (Strongly Agree) Statement 2 2.00 (Disagree) Statement 3 2.06 (Disagree) Figure 11 - Compensation Management and Reward Management In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of development system is the major problem in the company. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, the employees want the presence of this strategy as a huge ratio of the employees believe that the organization has fallen prey to favoritism which has led to the failure of the placement of rewards and compensations in accordance to the employee performance. In the light of statement three, one aspect becomes even clearer that rewards and compensation are present for the employees for sure. However, they are not fair and are not motivational enough to engage the employees. The company offers rewards and compensations motivational enough to the employees with above 5 years of work experience which is evident from Agree – 5 (5%) and Strongly Agree – 4 (4%) of the respondents that are all those who fall in this category. Therefore, the discrimination is again evident. The results are in accordance with the theoretical framework. 4.2.6. Part 6 – Compliance Management The aim of this part was to check that the implementation of the strategies of compliance management lead to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of compliance management contributes to effective Human Resource Management system”, the results include Strongly Disagree – 3 (3%), Disagree – 7 (7%), neither Agree nor Disagree – 33 (33%), Agree – 25 (25%) and Strongly Agree – 32 (32%). In the statement two, “Our company ensures the enactment of all the activities with the set policies”, the results include Strongly Disagree – 51 (51%), Disagree – 15 (15%), neither Agree nor Disagree – 15 (15%), Agree – 10 (10%) and Strongly Agree – 9 (9%). In the statement three, “Our company conducts neutral internal audits without any pressure”, the results include Strongly Disagree – 41 (41%), Disagree – 20 (20%), neither Agree nor Disagree – 15 (15%), Agree – 20 (20%) and Strongly Agree – 4 (4%). Innovative Human Resource Management Practice Mean Statement 1 3.76 (Agree) Statement 2 2.11 (Disagree) Statement 3 2.26 (Disagree) Figure 12 - Compliance Management In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of development system is the major problem in the company. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, one aspect is very clear that the laws are not observed in all the branches of the company which again poses the problems in regard to standardization and localization. The branches of the company have adopted localization to such an extent that the actual values of the company are being denied that seems to be the greatest challenge in the future which has and which will impact the employees in a negative manner. In the light of statement three, the employees want the presence of this strategy as a huge ratio of the employees believe that the organization has fallen prey to favoritism which has led to the failure of the conduction of neutral audits without any pressure. However, the pressure from the leaders is not evident in this regard. The observance of the policies of the company is compromised which has led to the formation of these issues. The results are in accordance with the theoretical framework with a new addition that in the company, favoritism is also present which has led to the failure of the conduction of neutral audits without any pressure. 4.2.7. Part 7 – Performance Appraisal The aim of this part was to check that the implementation of the strategy of performance appraisal lead to the development of effective human resource management system as the major problems in the company are in this particular field or not. In the statement one, “The strategy of performance appraisal contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 1 (1%), neither Agree nor Disagree – 12 (12%), Agree – 2 (2%) and Strongly Agree – 85 (85%). In the statement two, “In our organization, the good performers get promoted first”, the results include Strongly Disagree – 75 (75%), Disagree – 5 (5%), neither Agree nor Disagree – 5 (5%), Agree – 8 (8%) and Strongly Agree – 7 (7%). In the statement three, “In our organization, the pay increments are satisfactory”, the results include Strongly Disagree – 10 (10%), Disagree – 15 (15%), neither Agree nor Disagree – 15 (15%), Agree – 30 (30%) and Strongly Agree – 30 (30%). Innovative Human Resource Management Practice Mean Statement 1 4.71 (Strongly Agree) Statement 2 1.67 (Strongly Disagree) Statement 3 3.55 (Agree) Figure 13 - Performance Appraisal In accordance to the results from questionnaires and interviews, the idea that can be interpreted is that the absence of effective leadership is the minor problem in the company but still this problem exists. In the light of statement one, the employees want the presence of this strategy. In the light of statement two, the employees want the presence of this strategy as a huge ratio of the employees believe that the organization has fallen prey to favoritism which has led to the failure of the promotion of the good performers at the first place which extremely non – motivational for the workforce that put in a lot of efforts to meet the set targets. In the light of statement three, Strongly Disagree – 10 (10%) and Disagree – 15 (15%) of the respondents belong to the employees with less than 1 year of work experience in which they have not get any increment as they are offered on the annual performances. Therefore, in this case the company has a competitive edge. The increments are clearly motivational but not fair in most of the cases which is the reason of extreme conflict in various operations. The results are in accordance with the theoretical framework. 4.3. Human Resource Management System In order to develop effective human resource management system with innovative human resource management practices so that the company could get rid of orthodox human resource management practices, the evaluation of the needs of the employees was important which comes out to be as follows. In the statement one, “The strategy of selective recruitment contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 1 (1%), neither Agree nor Disagree – 5 (5%), Agree – 21 (21%) and Strongly Agree – 73 (73%). In the statement two, “The strategy of effective communication contributes to effective Human Resource Management system”, the results include Strongly Disagree – 3 (3%), Disagree – 5 (5%), neither Agree nor Disagree – 10 (10%), Agree – 21 (21%) and Strongly Agree – 61 (61%). In the statement three, “The strategy of effective leadership contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 2 (2%), neither Agree nor Disagree – 15 (15%), Agree – 20 (20%) and Strongly Agree – 61% (61%). In the statement four, “The strategy of development system contributes to effective Human Resource Management system”, the results include Strongly Disagree – 8 (8%), Disagree – 8 (8%), neither Agree nor Disagree – 10 (10%), Agree – 25 (25%) and Strongly Agree – 51 (51%). In the statement five, “The strategy of compensation management and reward management contributes to effective Human Resource Management system”, the results include Strongly Disagree – 1 (1%), Disagree – 4 (4%), neither Agree nor Disagree – 11 (11%), Agree – 13 (13%) and Strongly Agree – 71 (71%). In the statement six, “The strategy of compliance management contributes to effective Human Resource Management system”, the results include Strongly Disagree – 3 (3%), Disagree – 7 (7%), neither Agree nor Disagree – 33 (33%), Agree – 25 (25%) and Strongly Agree – 32 (32%). In the statement seven, “The strategy of performance appraisal contributes to effective Human Resource Management system”, the results include Strongly Disagree – 0 (0%), Disagree – 1 (1%), neither Agree nor Disagree – 12 (12%), Agree – 2 (2%) and Strongly Agree – 85 (85%). Innovative Human Resource Management Practices Mean Statement 1 4.66 (Strongly Agree) Statement 2 4.32 (Strongly Agree) Statement 3 4.34 (Strongly Agree) Statement 4 4.09 (Strongly Agree) Statement 5 4.49 (Strongly Agree) Statement 6 3.76 (Agree) Statement 7 4.71 (Strongly Agree) These innovative human resource management practices are approved by the employees of the company. In relation to them, effective human resource management system is as follows. Figure 14 - Human Resource Management System This human resource management system has the capacity to address all the addressed problems of the company in an effective manner. However, the company needs to put efforts in each sphere in accordance to the set results in order to maximize the impact in the minimal time. For example, compensation management and reward management requires more attention, more time and more investment as compared to compliance management in order to achieve the desired results. 5. Conclusions and Recommendations In order to tie up the discussion, the summarization of the highlights and the recommendation of the strategies is cardinal which is the aim of this chapter. The aim of this research has been made clear to a considerable extent that is the development of an effective human resource management system in large multinational companies. The objectives of this research were as follows. To examine the problems in Unilever as a result of which human resource management system of the company, Unilever has become ineffective to please the employees. To sort out innovative human resource management practices so that the company could get rid of orthodox human resource management practices. To develop a set of human resource management practices that could work for the company. To recommend the strategies through which the company can implement human resource management practices in an effective manner. 5.1. Conclusion In the era of competition which has appeared as a challenge for the workforce, the internal strength of the companies has become extremely important so that the companies can resist the high external pressure. In this regard, the need of effective human resource management arose to a new level as the engagement of the employees appeared as a greatest challenge for the multinational companies in particular. In order to develop this project, the research philosophy utilized is pragmatic research philosophy as it can lead from various complex problems to simple theories which are in coherence with the researcher’s views on the organization environment. In order to shape this project, the research approach utilized is deductive research approach as the test of the existent innovative human resource management practices is required to constitute an effective human resource management system. In order to direct this project, the case study research strategy has been utilized as the examination revolves around a single multinational company that is Unilever which makes this approach completely ideal. The target population used for this research is the set of people working in Unilever in the United Kingdom. This is the basic attribute which makes all of them a suitable target population for this research from which the sample is collected randomly to increase the authenticity of the research. The number of respondents who participated in the research was 100 from various departments of Unilever. In order to collect the data, questionnaires and interviews were conducted through various means such as Skype and Zoom to take the complete statements of the employees with respect to the set criteria in order to reach the firm conclusions. The results in relation to the set hypothesis are as follows. Hypothesis – 1 – The implementation of the strategy of selective recruitment leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. The employees in the company are unhappy with the recruitment strategy of the company as there is an excess of favoritism in the company which is the product of lack of compliance with the laws. The new employees are overworked as they have to work more than that was set in their contracts. In addition, the women employees face an extreme sort of discrimination at the workplace in terms of recruitment which has led to the development of a range of conflicts in the company. The opinion of the employees clearly indicates that the implementation of the strategy of selective recruitment leads to the development of effective human resource management system. Hypothesis – 2 – The implementation of the strategy of effective communication leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. A range of communication barriers exist among the employees in regard to which the company has not taken any step to overcome them in particular in the lower management which can have a direct impact on the operations of the company. In addition, the employees are mostly unaware of the strategy of the company in regard to unethical exchange of words at the workplace which is quite problematic. The opinion of the employees clearly indicates that the implementation of the strategy of effective communication leads to the development of effective human resource management system. Hypothesis – 3 – The implementation of the strategy of effective leadership leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is accepted in the limited contexts. The approaches of the leaders in the company are at risk as the level of comfort between leaders and employees is not up to the expectations which has impact the communication practices directly as well. However, the leaders have not put any sort of negative pressure on the employees that can threat them in regard to their jobs. The opinion of the employees clearly indicates that the implementation of the strategy of effective leadership leads to the development of effective human resource management system. Hypothesis – 4 – The implementation of the strategy of development system leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. The company trains the employees based on the needs of the company instead on the needs of the employees. As a result, development system of the company does not contain the right set of practices which can solve a number of associated problems as well such as problem management and communication skills which has the potential to reduce the competency of the employees at the workplace. The opinion of the employees clearly indicates that the implementation of the strategy of development system leads to the development of effective human resource management system. Hypothesis – 5 – The implementation of the strategy of compensation management and reward management leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. The employees in the company are unhappy with compensation management and reward management of the company as there is an excess of favoritism in the company which is the product of lack of compliance with the laws. In addition, compensations and rewards are motivational for the employees with above 5 years of experience. Therefore, fair and motivational compensation management and reward management is not present in the company. The opinion of the employees clearly indicates that the implementation of the strategy of compensation management and reward management leads to the development of effective human resource management system. Hypothesis – 6 – The implementation of the strategy of compliance management leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. The employees in the company are unhappy with the audit strategy of the company as there is an excess of favoritism in the company which is the product of lack of compliance with the laws. The law are present in the company but are clearly not observed in various branches in the name of localization which has put the company out of the track. The opinion of the employees clearly indicates that the implementation of the strategies of compliance management and reward management lead to the development of effective human resource management system. Hypothesis – 7 – The implementation of the strategy of performance appraisal leads to the development of effective human resource management system as the major problems in the company are in this particular field. This hypothesis is completely accepted in all the contexts. The employees in the company are unhappy with the promotion strategy of the company as there is an excess of favoritism in the company which is the product of lack of compliance with the laws. As a result, the motivational pay increments offered by the company go in vain as they do not remain motivational for the employees as a result of this unfair attitude. The opinion of the employees clearly indicates that the implementation of the strategy of performance appraisal leads to the development of effective human resource management system. In the light of these opinions, effective human resource management system is comprised of the practices that include selective recruitment, effective communication, effective leadership, development system, compensation management and reward management, compliance management and performance appraisal. 5.2. Limitations In order to develop this project, the time horizon utilized is cross – sectional survey. In the future, the researchers can carry out this research as longitudinal survey in order to obtain the results of even more accuracy. The variables elaborated are confined to Unilever. In the future, the researchers can carry out this research with other multinational companies in order to address their problems and their solutions. The research was only conducted on the participants of the United Kingdom. In the future, the researchers can carry out this research in a broad context to evaluate the company in various regions of the world. The research was only conducted on 100 participants on the whole. In the future, the researchers can carry out this research in a broad context to evaluate the company in the light of mpore diversified opinions. 5.3. Recommendations The presence of effective human resource management system is of no use unless the proper implementation does not take place with effective strategies. In this regard, the recommendations are as follows. 5.3.1. Selective Recruitment In order to implement the strategy of selective recruitment, the company needs to ensure that no criteria other than merit should help a candidate to enter in the company that will eradicate gender discrimination to a considerable extent. The laws need to be revised in this regard as well. The work limit should be set after which any supervisor who forces his subordinate for any extra work should be punished. In addition, the company needs to train the team who recruits the people in order to gain some quality employees which can change the fate of the company (Kavanagh and Thite, 2008). 5.3.2. Effective Communication In order to implement the strategy of effective communication, the company needs to initiate a culture of open debate in which all the employees should be motivated to participate. As a result, their hesitation will remove that is essential to make them comfortable with each. The company needs to publish a pamphlet in order to aware the employees about the consequences of ineffective communication. In addition, the company also needs to arrange a one day trip for the employees from time to time so that they can get over the hectic routine which will help them to engage with each other in a better manner (Mejhem, 2018). 5.3.3. Effective Leadership In order to implement the strategy of effective leadership, the company needs to adopt democratic leadership style which has the capacity to empower the employees. As a result, the wall between leaders and employees will break that is essential to make them interact with each other so that the problems can be sold beforehand. In addition, this practice will allow the employees to own their jobs that can increase the level of job satisfaction to a considerable level (Blokdyk, 2019). 5.3.4. Development System In order to implement the strategy of development system, the company needs to train the employees from time to time in order to keep them updated with the modern trends that are necessary to beat the competition. In addition, development system should aim to polish the key employability skills of the employees such as problem management and effective communication which can resolve a range of problems automatically (Buckley, Halbesleben and Wheeler, 2016). 5.3.5. Compensation Management and Reward Management In order to implement the strategy of compensation management and reward management, the company needs to make the system fair which will come by the compliance with the rules of the company. Any activity that seems unethical in this regard should be reported on the spot so that some strict actions can be taken against the culprit. The company needs to offer compensations and rewards that are motivational for all the employees on equal level. In this regard, the establishment of work targets should take place the accomplishment of which can guarantee reward to the employee. As a result, a healthy workplace will develop that can resist the external forces in an effective manner which is the actual need of the hour (Mellam, Rao and Mellam, 2015), 5.3.6. Compliance Management In order to implement the strategy of compliance management, the company needs to revise the laws so that they can be implemented in a better manner. The root cause of all the problems in regard to workplace the company faces is actually the result of lack in this particular sphere. The company needs to come up with strict laws against the spoilers and the culprits who go for favoritism in any mean to win the trust of the employees. The observation of the set policies should be made obligatory for all the employees regardless of their post or position in the company (Sreih, 2018). 5.3.7. Performance Appraisal In order to implement the strategy of performance appraisal, the company needs to base the appraisal of promotion on the grounds of performance only. 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Zaharie, M. and Osoian, C. (2013). Job Recruitment and Selection Practices in Small and Medium Organizations. Studia Universitatis Babes – Bolyai, 58(2), 86-93. Appendices Appendix A – Questionnaire Sample Section 1 Demographic Information For each of the questions below, circle the response that best characterizes how you feel about the statement. Name: _______________________ Email: _______________________ 1. What is your gender? Male Female 2. What is your age? Below 18 Years 18 to 25 Years 25 to 30 Years Above 30 Years 3. What is your current education? Intermediate Graduation Masters Above Masters 4. What is your current work experience? Below 1 Year 2 to 3 Years 3 to 5 Years Above 5 Years 5. Which is your current work department? Finance Department IT Department HR Department Quality Assurance Department Supply Chain Department Operations Department Marketing Department R&D Department Sales Department Service Department Section 2 Questionnaire Developing an Effective Human Resource Management System in Large Multinational Companies – The Recommended Practices and Strategies The aim of this research is the development of an effective human resource management system in large multinational companies. In order to access the practices and the strategies, the following questionnaire has been designed. For each of the questions below, circle the response that best characterizes how you feel about the statement, where 1 = Strongly Disagree, 2 = Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree and 5 = Strongly Agree. Strongly Disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Part – 1 Selective Recruitment The strategy of selective recruitment contributes to effective Human Resource Management system. 1 2 3 4 5 My organization places the right person in the right job on merit. 1 2 3 4 5 My organization unveils all the work and the laws at the time of selection. 1 2 3 4 5 My organization is not discriminative towards males or females at the time of recruitment. 1 2 3 4 5 Part – 2 Effective Communication The strategy of effective communication contributes to effective Human Resource Management system. 1 2 3 4 5 My company undertake activities to promote effective communication such as promotion of self – expression, promotion of team work etc. 1 2 3 4 5 My company has strict laws to address the issues of unethical communication. 1 2 3 4 5 Part – 3 Effective Leadership The strategy of effective leadership contributes to effective Human Resource Management system. 1 2 3 4 5 I do not work under the threat of losing my job as the leadership style is satisfactory. 1 2 3 4 5 I am encouraged by my supervisors to discuss the problems with them. 1 2 3 4 5 Part – 4 Development System The strategy of training system contributes to effective Human Resource Management system. 1 2 3 4 5 Training system in my company include problem management skills, communication skills, time management, pressure management, teamwork skills and knowledge of organization. 1 2 3 4 5 The training needs of the employees in my company are accessed on the basis of their personal performance. 1 2 3 4 5 Part – 5 Compensation Management and Reward Management The strategy of compensation management and reward management contributes to effective Human Resource Management system. 1 2 3 4 5 Rewards and compensations in our organization are strictly linked to employee performance. 1 2 3 4 5 Rewards and compensations in our organization are fair and motivational. 1 2 3 4 5 Part – 6 Compliance Management The strategy of compliance management contributes to effective Human Resource Management system. 1 2 3 4 5 Our company ensures the enactment of all the activities with the set policies. 1 2 3 4 5 Our company conducts neutral internal audits without any pressure. 1 2 3 4 5 Part – 7 Performance Appraisal The strategy of performance appraisal contributes to effective Human Resource Management system. 1 2 3 4 5 In our organization, the good performers get promoted first. 1 2 3 4 5 In our organization, the pay increments are satisfactory. 1 2 3 4 5 Appendix B – Questionnaire Results Section 1 Demographic Information Number of Skipped Questions = 0 Feature Specification Number of Respondents Gender Male Female Total 63 (63%) 37 (37%) 100 (100%) Age Below 18 Years 18 to 25 Years 25 to 30 Years Above 30 Years Total 6 (6%) 18 (18%) 23 (23%) 53 (53%) 100 (100%) Education Intermediate Graduation Masters Above Masters Total 23 (23%) 45 (45%) 21 (21%) 11 (11%) 100 (100%) Department Finance Department IT Department HR Department Quality Assurance Department Supply Chain Management Department Operations Management Department Marketing Department R&D Department Sales Department Service Department Total 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 10 (10%) 100 (100%) Experience Below 1 Year 2 to 3 Years 3 to 5 Years Above 5 Years Total 21 (21%) 28 (28%) 41 (41%) 10 (10%) 100 (100%) Section 2 Questionnaire Number of Skipped Questions = 0 Number of Total Respondents = 100 Strongly Disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Part – Selective Recruitment The strategy of selective recruitment contributes to effective Human Resource Management system. 0 (0%) 1 (1%) 5 (5%) 21 (21%) 73 (73%) My organization places the right person in the right job on merit. 28 (28%) 35 (35%) 18 (18%) 11 (11%) 8 (8%) My organization unveils all the work and the laws at the time of selection. 35 (35%) 20 (20%) 15 (15%) 18 (15%) 12 (12%) My organization is not discriminative towards males or females at the time of recruitment. 41 (41%) 15 (15%) 3 (3%) 4 (4%) 5 (5%) Part – 2 Effective Communication The strategy of effective communication contributes to effective Human Resource Management system. 3 (3%) 5 (5%) 10 (10%) 21 (21%) 61 (61%) My company undertake activities to promote effective communication such as promotion of self – expression, promotion of team work etc. 41 (41%) 31 (31%) 20 (20%) 5 (5%) 3 (3%) My company has strict laws to address the issues of unethical communication. 49 (49%) 15 (15%) 25 (25%) 9 (9%) 2 (2%) Part – 3 Effective Leadership The strategy of effective leadership contributes to effective Human Resource Management system. 0 (0%) 2 (2%) 15 (15%) 20 (20%) 61 (61%) I do not work under the threat of losing my job as the leadership style is satisfactory. 5 (5%) 10 (10%) 15 (15%) 30 (30%) 40 (40%) I am encouraged by my supervisors to discuss the problems with them. 55 (55%) 20 (20%) 7 (7%) 10 (10%) 8 (8%) Part – 4 Development System The strategy of training system contributes to effective Human Resource Management system. 8 (8%) 8 (8%) 10 (10%) 25 (25%) 51 (51%) Training system in my company include problem management skills, communication skills, time management, pressure management, teamwork skills and knowledge of organization. 58 (58%) 15 (15%) 15 (15%) 5 (5%) 7 (7%) The training needs of the employees in my company are accessed on the basis of their personal performance. 25 (25%) 35 (35%) 25 (25%) 6 (6%) 9 (9%) Part – 5 Compensation Management and Reward Management The strategy of compensation management and reward management contributes to effective Human Resource Management system. 1 (1%) 4 (4%) 11 (11%) 13 (13%) 71 (71%) Rewards and compensations in our organization are strictly linked to employee performance. 50 (50%) 20 (20%) 15 (15%) 10 (10%) 5 (5%) Rewards and compensations in our organization are fair and motivational. 21 (21%) 65 (65%) 5 (5%) 5 (5%) 4 (4%) Part – 6 Compliance Management The strategy of compliance management contributes to effective Human Resource Management system. 3 (3%) 7 (7%) 33 (33%) 25 (25%) 32 (32%) Our company ensures the enactment of all the activities with the set policies. 51 (51%) 15 (15%) 15 (15%) 10 (10%) 9 (9%) Our company conducts neutral internal audits without any pressure. 41 (41%) 20 (20%) 15 (15%) 20 (20%) 4 (4%) Part – 7 Performance Appraisal The strategy of performance appraisal contributes to effective Human Resource Management system. 0 (0%) 1 (1%) 12 (12%) 2 (2%) 85 (85%) In our organization, the good performers get promoted first. 75 (75%) 5 (5%) 5 (5%) 8 (8%) 7 (7%) In our organization, the pay increments are satisfactory. 10 (10%) 15 (15%) 15 (15%) 30 (30%) 30 (30%)