INNOVATIVE PRACTICES IN HUMAN RESOURCE

Abstract:

      This paper examines the relationship between human resource (HR) practices, trust, job satisfaction, commitment, motivation, organizational citizenship behaviour and perceived organizational performance, namely respondents' perceptions of service quality, value for money and service effectiveness. The results of the survey provide

support for the universality of ''innovative'' HR practices, in that linear relationships were reported for all individual outcome measures. Further, the relationships between the outcome measures and organizational performance were in the hypothesized direction, with the exception of organizational citizenship behaviour. The implications of these results are discussed in the concluding section of this paper.
INTRODUCTION
     Innovative HR practices build competencies and capabilities for superior and winning performances today and simultaneously create long term fertility for innovation of business ideas and strategies for future. Employees who go the extra mile by performing spontaneous behaviors that go beyond their role prescriptions are especially valued by the management. This phenomenon is critical for organizational effectiveness because managers cannot for see all contingencies or fully anticipates the activities that they may desire or need employees to perform,  Work behavior that goes beyond the reach of organizational measures of job performance holds promise for long term organizational success because these types of action are purported to improve organizational efficiency, effectiveness and adaptability . Doing jobs beyond what is required without expecting to be rewarded is what is referred to in this study as Organizational Citizenship Behavior (OCB). Enhancing an organization’s competitive ability is increasingly critical and behaviors, which may improve individual and organizational efficiency, become more valuable. Although there have been many studies of OCB in organizations, no known studies have examined the linkage of individual innovativeness with OCB where the effect of superior–subordinate as a mediator, is included.
INNOVATIVE HR PRACTICES
    All managers have heard and read countless times how to build teams, empower your workforce and develop trust. The common place human resource practices prevalent across the entire business world are just as relevant to this business as any other. The HR policies must be integrated with business policies. The HR Professionals must have balance in terms of centralization or decentralization of HR practices are ethnocentric while others management be geocentric or regiocentric.

Summary of practices

1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected

1. Safe, Healthy and Happy Workplace

    Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.

2. Open Book Management Style

     Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.

3. Performance linked Bonuses

     Paying out bonuses or having any kind of variable compensation plan can be both an incentive and disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation.

4. 360 Degree Performance Management Feedback System

   This system, which solicits feedback from seniors (including the boss), peers and subordinates, has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feed back for self development.

5. Fair Evaluation System for Employees

   Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. A relative rating of all subordinates reporting to the same manager is another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.

6. Knowledge Sharing

    Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However, what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.

7. Highlight performers

    Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.

8. Open house discussions and feedback mechanism

   Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.
9. Reward Ceremonies
  Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.

10. Delight Employees with the Unexpected

   The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential
CONCLUSION
  Finally I conclude that in the competitive world the organization should have the innovative ideas then only it can lead the organization very successful. Human Resource leader should follow creative practices that practices should help to develop the employer as well as employee. Then only the organization can run successful.