International Conference on

Managing Human Resources at the Workplace, December 14-15, 2012

Managing Human Resource at Work Place A 360 Degrees Approach

P V S Siva Kumar
Assistant Professor,
School of Management Studies,
MVGR College of Engineering,
Vizianagaram
Email: patnalasivakumar@gmail.com

K Rakesh
Assistant Professor,
School of Management Studies,
MVGR College of Engineering,
Vizianagaram
Email: rakeshkrishna.kv@gmail.com

ISBN: 978-81-922146-4-1 1
 International Conference on
Managing Human Resources at the Workplace, December 14-15, 2012

ABSTACT
Narayana Murthy says:

Our assets walk out of the door each evening. We have to make sure that they come back the
next morning.1

We say:

Success depends on quality, and quality depends on people

Today employees will not enjoy these many benefits if competition is not there. Success in
competition depends on quality this in turn depends on quality employees. People have been
working in industries from age old but never had got this much importance which they get
today. We believe this has been purely because of competition. An organization gets a quality
work only from a satisfied employee and his satisfaction depends on many things which we
elaborate in below paper. Some of them are work environment, people around him, pay
packages, incentives, working for a brand etc,

Key Words: Competition, Industries, work environment, success, quality

Introduction:
An employer recruits an employee trains and puts him on job, which involves financial
expenditure. This employee after acquiring skills turns over for a better package and position.
This causes loss to the employer as he as to start from zero. This kind of situation has ultimately
led to the quotes like
Narayana Murthy:
Our assets walk out of the door each evening. We have to make sure that they come back the
next morning.2

1
http://gaikwad.in/quotes-by-narayan-murthy/
2
http://gaikwad.in/quotes-by-narayan-murthy/

ISBN: 978-81-922146-4-1 2
 International Conference on
Managing Human Resources at the Workplace, December 14-15, 2012

So they understood that the need of hour is employee retention rather than employee
recruitment. Human psychology and behaviour is dynamic and out of control hence retention
of him is challenge. However employer can uses a set of requisites within his control, to make
an employee stick for a long time. A satisfied employee stays with the employer whereas an
unsatisfied employee turns over. And requisites for satisfaction are
Remuneration and incentives
Recognition and growth
Company policy
Responsibilities
Work environment
Peers
Working for brand
Security
Supervision
The article analysis these requisites in light of their importance in managing human resource at
work place.

ISBN: 978-81-922146-4-1 3
 International Conference on
Managing Human Resources at the Workplace, December 14-15, 2012

Remunerati
on &

Employees

Employees

Working Company
for Brand Succes policy
s

Employees

Work
Environme
Remuneration and incentives:
The fundamental requisite which causes an employee satisfaction is remuneration
which he receives. The remuneration should not be paid for the work he has done instead it has
to be offered as a recognition as a member in the family of the employer. The idealistic way of
remuneration is that employee must have a reward in every income of the employer. A part
from the basic package, incentives such as recreation packages, gift cards and medical benefits
will be handy.

ISBN: 978-81-922146-4-1 4
 International Conference on
Managing Human Resources at the Workplace, December 14-15, 2012

Recognition and Growth:

Every employee in an organization wants his efforts to be recognised by the employer.
Further they anticipate a change in the designation of them. Therefore an employer must
recognise every employees effort and provide him with suitable benefit.
Company Policy:
The organization must have a standard policy for recruitment and promotion of its
employees. If an employer shows any bias in recruitment or promotion, the employees in the
organization talk among themselves and with others, this in turn would degrade the brand of
the employer.
Responsibility:
An individual does not like to be blamed for their result. So therefore the work has to be
given to team rather than individuals and success of it or failure of it should be accounted for
the team rather than individual. This process in turn helps in team building.
Work environment:
You set targets for individual and expect them to perform without providing the basic
resources. An employee looks for quality at place and electronic support at his work place for
communication and performance. He should feel the happiness in his job and suppleness in his
process with the support of these gadgets.
Peers:
The organization should believe themselves as a family. For this the individuals if
possible should be provided with a facility of residence in a particular area through lease for
similar designated employees, so as to bring them together both professionally and personally.
Working for brand:
Individuals take pride in working for brands. So the employer must always strive for
brand equity. Brands dont develop overnight. They are formed only after a consistent quality
of performance is deliveredfor a certain period.
Supervision:

ISBN: 978-81-922146-4-1 5
 International Conference on
Managing Human Resources at the Workplace, December 14-15, 2012

Employees dont like their superiors interfering in their work constantly. So, the
employer must understand the independence the employee look for and provide him with it.
Security:
As employees grow older they require some security financially and personally.
Personally can be done by providing post-retirement benefits such as old-age homes and
financially can be done by providing pensions.
Conclusion:
Finally we feel that if an employer takes care of the above mentioned areas he can
satisfy an employee to a major extent. Further all the above requisites are under the control of
the employer.
References:
1. en.wikipedia.org/wiki/Two-factor_theory
2. K Aswathappa: Human Resource and Personnel Management, Tata McGraw Hill, New Delhi,
2007.
3. Subba Rao P: Personnel and Human Resource Management-Text and Cases, Himalaya
Publications, Mumbai.

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