Employee Involvement, Motivation, Strategies And Policies In Human Resources Management

Abstract

The growing competitiveness in the global market and the success of an entire corporate plan that is closer to the efficacy of the human resources strategies is one of the main problems of organisations from the business environment. Therefore, practises and trends in human resources merge more closely with the globe. HR managers nevertheless need to be very responsive and able to effectively and empathetically adjust and convey rules. More and more experts are dedicating their attention to the study of managers' behaviour, group dynamics and direct relationships among managers and subordinates, not only with regard to their material working conditions but also in relation to the principles of management of resource resources and especially in relation to personal comportations and attitude. In this respect, this study aims at presenting a series of results after significant research has been completed, It has the general aim to examine the influence on the organisational performance of Chennai city IT sector in human resource management and performance management. The results given in this article therefore demonstrate the influence of the successful management of human resource practises on the performance of individuals and teams in the analysed organisation. The research is based on facts and information collected by the analysed firm via surveys, interviews and papers. We used quantitative methods for analysis and the conclusions of the paper, and therefore the method used to gather information on the basis of a questionnaire was to assess the view of respondents about human resources practises, the effectiveness of the management of personnel in the analysed company, and how it impacts on organisation's performance. The survey was based on the questionnaire. The statistical population analysed is shown by the IT industry staff from the city of Chennai. The study was based on a representative sample of 130 staff.