Student ID: 20128527841.0INTRODUCTIONACESM is a college opened
and recognized in three years ago. This college placing student
among those interested in the field of medicine and sports. This
college place eight employees/staff and 5 of them are the lecturer
that involved directly teaching all subject. All 50 SPM graduates
with interest in pursuing their career in exercise and medicine
field. 2.0EMPLOYMENT2.1Human resource planning Theory Define as an
ongoing process of systematic planning in order to achieve optimal
use of organization's most valuable asset which is human resources.
The objective of human resource planning is to ensure the best fit
between employees and jobs, while avoiding manpower shortages or
surpluses. The three key elements of the HR planning process are
forecasting labor demand, analyzing present labor supply, and
balancing projected labor demand and supply ("Human Resource
Planning," 2011).Practices Human resource planning process for
ACESM involved:1. Analysis of Organization Plan and Objectives give
an idea about the volume of future work activity, 2. Forecasting
Demand For Human Resource is the estimation of the number and type
of personnel required at different levels and in different
departments this is when this college used human resource planning
process before going for recruitment of a person, 3. Forecasting
Supply for Human Resource deal with allocation of persons to
different departments depending upon the work-load and requirements
of the departments, 4. Estimating Manpower Gap which look on both
side of demand and supply to determine deficits suggest the number
of persons to be recruited from outside whereas surplus implies
redundant to be redeployed or terminated5. Matching demand and
supply involved thorough observation on shortages and surpluses of
manpower to enable the human resource department to know
overstaffing or understaffing. GapsACESM are demanding for labor
since their students are going to add more in the future.
Therefore, they are demanding for more lecturers to fulfill the
need of teaching service for students. They are planning to
increase more fresh graduate bachelor degree lecturers into their
list of employment because a new courses will be introduced and add
choices to the student who are registering to the college. On the
other hand, ACESM want to increase their management team because of
small numbers of employee who are handling on the student welfare.
2.2Recruitment Theory Recruitment effective recruitment and
selection is central and crucial to the successful functioning of a
company. It depends on finding people with the necessary skills,
expertise and qualifications to deliver the Companys strategic
objectives and the ability to make a positive contribution to the
values and aims of the organization. Recruitment means search of
the prospective employee to suit the job requirements as
represented by job specification, a technique of job analysis. It
is the first stage in selection which makes the vacancies known to
a large number of people and the opportunities that the
organization offers. In response to this knowledge, potential
applicants would write to the organization. The process of
attracting people to apply in called recruitment. The various
sources of recruitment are generally classified as internal source
and external source (Veneeva, 2006). Internal Sources: This refers
to the recruitment from within the company. The various internal
sources are promotion, transfer, past employees and internal
advertisements. External Sources: External sources refer to the
practice of getting suitable persons from outside. The various
external sources are advertisement, employment exchange, past
employees, private placement agencies and consultants, walks-ins,
campus recruitment, trade unions, etc.Practices In ACESM is very
simple and there is no difficult stage starting from advertising
advertisement gives to us a wider range of candidates from which to
choose the post or vacancies until screening the candidates. There
are three method of external recruitment used in ACESM which are:
SelectionTo select means to choose. Selection is a part of the
recruitment function. It is the process of choosing people by
obtaining and assessing information about the applicants with a
view of matching these with the job requirements and picking up the
most suitable candidates. The selection process involved in ACESM
is the: The initial screening and/or preliminary interview The
application form InterviewingInterview is an oral examination of
candidates for employment. No selection process is complete without
one or more interviews. Interview which is an essential element of
the process, by and large still remains subjective. Background
investigation The background investigation in selection process may
include verification of reference from past teachers, employers,
police verification and medical examination.Gaps There is a small
gaps can be discovered from the theory and the practices which is
the ACESM does not want to recruit someone inside the organization
which means college do not want their employee to be as the same
but recruiting externally to ensure the mobility of idea, skill,
experience, knowledge, changes can be done by someone that have
different perspective to make it more effective and there is no
redundant implementation have been done to the college.
2.3Establishing career movement, including transfer and
promotionTheory Heads of HR Department have flexibility to invite
certain officers to apply for promotion, or allow officers to come
out for promotion (Itika, 2011). 1. Increase transparency and
impartiality and provide an opportunity to consider eligible
officers' potential and organizational succession planning. 2.
Where necessary and appropriate, promotion interviews are held to
assist in assessment to supplement information provided in staff
reports. 3. It is good management practice to provide promotion
feedback to the staff that were considered but were not selected
after a promotion exercise, to enhance communication.4. Departments
respond to enquiries from staff arising from promotion exercises.
Practices ACESM does not take much effort since there is no
frequent since past three years because most of the managers were
hire to hold that post from the beginning. Moreover ACESM do not
implement internal recruitment method since they need a lot new
staff to support daily operation. Gaps the clear huge gaps from
both theory and practices is that ACESM have the labor shortage
problem since they want to retain and gain a numbers of employees
but increasing number of student lead to increasing demand of
lecturers. Then from the management views there is no point of
promoted staff when they have to maintain their financial for the
purpose of hiring a lot of lecturers to cover subjects. Therefore,
there is no career movement from their perspective since they know
what the things that they are demand for. 2.4Setting policies and
administering disciplinary action systems Theory The supervisor
shall intervene fairly and timely to address incidents and cases of
grossly inefficient job performance/unacceptable personal conduct
and unsatisfactory job performance. Any written warning must be
sure to include certain information which are dates of the
incidents happens and actions that prompted that earlier warnings.
The disciplinary document should, of course, include the purpose of
the current warning and a recitation of the work rule that was
violated or the problem being addressed. A thorough written warning
explains to the employee how his or her actions harmed the company.
Unwarranted and unsupported statements, as well as personal
attacks, should be avoided. Explains to the employee the
consequences if the situation does not improve ("Positive actions
to get the best from your employees," 2013). Lastly, the warning
should include the date, the names of everyone present when the
warning was issued (these are potential witnesses in the event a
lawsuit is filed by the employee), a space for the employees
signature (the employee should be told his or her signature does
not mean he or she agrees with the warning only that he or she
acknowledges receiving it), and a space for any comments the
employee wants to add to the warning. If the employee refuses to
sign the warning, make a note on the form that the employee refused
to sign it. Types of disciplinary action include Written Warning,
disciplinary suspension without pay, demotion and dismissal.
Practices Management progressive discipline maintains order and
enforces University rules. It affects employee morale and
productivity positively. It helps rehabilitate employees who choose
to correct their behavior and helps to justify termination of
employment of those who do not. Discipline which is not properly
administered and thereafter is reversed or rescinded has the
negative effect of discrediting the rule, policy, procedure, and
supervisor. Employee will have progressive discipline sets clear
standards and warn of consequences for noncompliance. It assures
predictable, progressive, and equitable treatment. It promotes fair
decisions, and it provides a process to appeal disciplinary
decisions.The University has established a probationary period for
all newly-appointed employees. The purpose of the probationary
period is to assure the supervisor that the employee can
satisfactorily fulfill the demands of the position. An effective
disciplinary policy in ACESM provides the following progressive
steps to be followed: A first offense may call for a verbal warning
A next offense may be followed by a written Warning Another offense
may lead to a suspension Last offense may then lead to termination
of employment. A disciplinary policy should also recognize that
there are certain types of employee problems that are serious
enough to justify either a suspension, termination of
employment.Gaps There is not much gaps can be point out here since
the process are the same in taking the disciplinary action towards
staff. There is a rule and regulation in ACESM such as the access
card need to be tapped as early as 9.30 a.m. at the morning and
6.00 p.m. at the evening for the record of employee working time
whether it was being followed or not. If not its become the
disciplinary problem among the staff and it was not good to still
continued in the office environment and lowered down productivity
levels of college. Then, ACESM apply the probationary period for
the employee who just entered into the organization to make sure
they are on trial so that any problems occurred they can still
correct it. Therefore, there is no wasting time of having the same
recruitment process over and over again to maintain the best
employee. 2.5Terminating employeesTheory Involuntary terminations
are caused by employment problems such as unsatisfactory
performance, excessive absenteeism or tardiness, or poor attitude.
Employees with such problems are typically not terminated by
employers without being given a warning of their performance
deficiencies and an opportunity to improve. Terminations resulting
from more serious types of employee offenses, such as
insubordination, dishonesty, misconduct, theft, unethical
practices, fraud, and falsification of records. Employees who have
committed such offenses generally can be discharged without
warning. There are exceptions to these terminations which are
discrimination, public policy and just cause promise. Practices
ACESM apply termination of employee based on any misconduct or
anything involved the unlawful behavior from employee. Listed below
are examples of misconduct which may be considered to be Gross
Misconduct and may warrant a Final Warning, Demotion or
termination. Theft, including unauthorised possession of Company
property. Breaches of confidentiality, prejudicial to the interest
of the Company, Being unfit for duty because of the drugs or
alcohol. Refusal to carry out a management instruction which are
within the individuals capabilities Breach of confidentiality /
security procedures. Physical assault, breach of the peace or
verbal abuse. False declaration of qualifications or professional
registration. Failure to observe Company rules, regulations or
procedures. Wilful damage of property at work. Incompetence or
failure to apply sound professional judgement. GapsThere are a lot
of cases happen lead to termination of our employee which are the
moral problems, disciplinary problem, major misconduct, hierarchy
problems also productivity problems, and theft. Therefore,
termination id needed to ensure the college is not being affected
since this is education sectors, maintaining the image is very
important to produce high quality students and generation without
people or public questioning their credibility as students. There
is one gap that can be seen here is to what extent the
effectiveness of the termination procedure lead to the solution of
the problems among the staff and lecturer because it hard to
destroyed what have been built by previous person. 3.0TRAINING AND
DEVELOPMENT3.1Holding and induction program Theory This induction
policy, associated procedures and guidelines aim to set out general
steps for managers and staff to follow during the induction
process. The Company expects that the implementation of good
induction practice by managers/supervisors will:1. Enable new
employees to settle into the Company quickly and become productive
and efficient members of staff within a short period of time. 2.
Ensure that new entrants are highly motivated and that this
motivation is reinforced. 3. Assist in reducing staff turnover,
lateness, absenteeism and poor performance generally. 4. Assist in
developing a management style where the emphasis is on leadership.
5. Ensure that employees operate in a safe working environment. 6.
Will reduce costs associated with repeated recruitment, training
and lost production.Practices Preparations should be made for the
arrival of the new entrant well in advance for the successfully
rating performance of ACESM, for example, arrangements should be
made to provide desk, equipment and lockers etc. Most new employees
tend to be concerned primarily with two matters:a. Whether they can
do the job andb. How they will get on with their new colleagues.It
is therefore important to introduce them to their new workplace and
colleagues at the earliest opportunity. An introductory talk will
be appropriate at this time and can be combined with the provision
of general information and exchanging any necessary documentation.
This talk should be as brief as possible, because the employee is
unlikely to be receptive to detailed information at this stage, and
should be conducted by someone who is well prepared and has
sufficient time available. Our managers will refer to the Induction
Checklist and use it as a basis for discussion thus ensuring all
documentation is complete. Therefore ACESM always make a details
checklist which is induction checklist to ensure that nothing
missing on the day of new staff coming to avoid problem. The
Induction checklist is a very useful way of ensuring that
information is imparted to new employees when they are likely to be
most receptive. GapsThe induction programs are necessary to be done
at any organization to make sure the next day problem arise. The
induction program is the program in the form of orientation toward
newly employed employee to help them familiarize with the new
environment. But there is something that ACESM done to simplified
the induction program which is the induction checklist of what to
do first until the end of the programs. 3.2Establishing and
administrating performance management and appraisal system Theory
Performance appraisal includes the comparison of performance scales
of different individuals holding similar areas of work
responsibilities and relate to determination of worth of the scales
for the achievement of organization objective. Steps in Appraising
Performance1. Establishing Performance Standard: The process of
evaluation begins with the establishment of Performance Standards.
While designing a job and formulating a job description,
performance standards are usually developed for the position.
Weights and points to be given to each factor and these then should
be indicated on the Appraisal Form, and later on used for
appraising the performance of the employees. 2. Communicating
Performance Expectations to Employees: communicate the as above
standards to the concerned employees. It should be noted that here
communication means that the standards have been transmitted to the
employee and he has received and understood them a two-way
communication in same context and contents. 3. Measuring Actual
Performance: determine what actual performance is, it is necessary
to acquire information about it we should be concerned with how we
measure and what we measure. Four sources of information are
frequently used personal observation, statistical reports, oral
reports and written reports. 4. Comparing Actual Performance with
Standards: The next step is comparison of actual performance with
the standards by doing so the potentiality for growth and
advancement of an employee can be appraised and judged.5.
Discussing the Appraisal with the Employee: Under these discussion
good points, weak points, and difficulties are indicated and
discussed so that performance is improved. 6. Initiating Corrective
Action: The final step is the initiation of corrective action
whenever necessary. Coaching and counseling may be done or special
assignments and projects may be set. Practices Functions of
Performance Appraisal: First, it enables our management to evaluate
an individual's performance in the current job to identify
strengths and overcome weaknesses. Second, it provides information
to assist management plan postings, transfers and promotions. In so
doing, we are able to compare performance and potential between
officers of the same rank.Procedure: At the beginning of the
reporting cycle, the appraisee should agree with the appraising
officer on the main objectives or responsibilities over the
reporting period. The list of objectives or responsibilities should
be reviewed between the appraisee and the appraising officer during
the reporting cycle to see if changes are necessary. At the end of
the reporting cycle, the appraising officer will write his
assessment. He will pass his assessment to the countersigning
officer for the latter's views.To provide feedback to the
appraisee, the appraising officer and the countersigning officer
decide between them who should interview the appraisee to discuss
with him/her the performance during the reporting period. The
interviewing officer should show the entire report to the appraisee
before the interview. A summary of the discussion at the interview
and the points made by the appraisee should be recorded in the
appraisal form. After the interview, the appraisal form is passed
to the grade manager for his assessment.Gaps The obvious gaps here
is the procedure is not details as the theory since it was done to
a small number of staff and there is not enough officer to evaluate
employee performance accordingly. The process of appraising
employee become much simple and does not proves it equality,
fairness and effectiveness. There is lack of employee observation
inside the organization because ACESM does not continuously record
all the achievement of an employee all the times and sometimes its
became obsolete and were left behind. In simple word the record is
not completely updated. Then the problem occur when the time come
to evaluate employee there is a lot of data missing and this will
give the employee bad impression, the communication will be ruined
and the feedback towards employer becomes negative. 4.0PAYMENT AND
REWRADED SYSTEM4.1Developing a wage structure Theory Pay systems
provide the foundation for financial reward systems. There are
basic rate systems, where the worker receives a fixed rate per
hour/week/month with no additional payment. There are systems based
in part on the worker gaining and using additional skills or
competencies Pay systems provide the bases on which an organization
rewards workers for their individual contribution, skill and
performance. Pay structures are different they are used to
determine specific pay rates for particular jobs, usually based on
the nature of the job, its content and requirements (Burke, 2008).
A pay structure provides the framework within which the
organization places the pay rates for its various jobs or groups of
jobs. Pay systems fall into two main categories: Those where pay
does not vary in relation to achievements or performance (basic
rate systems) Those where pay or part pay does vary in relation to
results, profits, and performance (including the acquisition of
skills).Basic rate systems are the easiest to operate, and apply to
many workers in this country. The worker receives a fixed rate per
hour, week or month. Practices Pro-rated rate When you prorate
salary, you determine how much an employee earned during a partial
work period. Its a necessary step in determining the fair amount of
pay for an employee that begins employment in the middle of a pay
period, as well as for one who ends employment in the middle of a
pay period. Additionally, if youre an employee and need your pay
prorated, its helpful to understand the process, so you can ensure
that youre receiving the salary you have earned Note the employees
yearly salary Divide the yearly salary by 12 to determine how much
the employee earns in each monthly pay period, rounding it to
dollars and cents Examine the month for which need to prorate the
employees salary to see how many work days there are in that month
Determine the daily pay rate for the employee by dividing the
monthly salary by the number of work days in the month of prorating
Multiply the employees daily pay rate by the number of days the
employee worked in that monthGaps The wage structures of the
lecturer are very high nowadays especially involved science and
English lecturer that were much demanded nowadays. Therefore, ACESM
are using prorated rate as the medium of payment towards their
staff and lecturers. So that our financial manager are able to
standardized their working days with their salary per month. As a
result ACESM want to acquire more part time lecturers rather than
permanent because it will make them easier to determine the payment
of their staff and the calculation of the wages will be easier too.
But there is a gap between theories and practices which are ACESM
are only using one technique to calculate all payment. Moreover,
this is complicated to handle since every single day the employee
leaves need to be recorded. 4.2Establishing incentive schemesTheory
Incentive schemes may be short- or long-term. Schemes based on
individual performance, such as weekly or monthly production
bonuses or commission on sales, generally offer a short-term
incentive. Longer-term schemes such as profit sharing and share
option schemes may not provide as much incentive to individual
workers as schemes based on personal performance. Performance
related pay is generally used to link progression through a pay
band to an assessment of an individual's work performance during a
particular reference period, often a year. Alternatively, the
reward may be an additional sum of money paid in the form of a
bonus. Assessments usually relate to an individual's achievements
against agreed objectives relating to output and quality of work
but may also include an element of evaluation of personal
characteristics, such as adaptability, initiative and etc.
Practices Individual performance-related pay schemes are where the
employee receives either a bonus, or an increase in base pay on
meeting previously agreed objectives or based on assessment by our
manager, or both. They are typically used for middle managers in
private sector organizations and for professional staff. The
advocates of individual performance-related pay schemes claim that
they are an obvious way to align to objectives of middle managers
with the goals of the organization. If performance targets set are
based on the goals of the ACESM, then it appears obvious that
making part of the rewards of employees contingent on achieving
those targets will mean that employees are motivated to achieve the
goals of the organization.Gaps There is no gap here because
individual performance-related pay is used to measure the payment
based on performance of particular employees. The particular
employee with high performance will receive high payment. These
schemes are mostly used in marketing department which they require
commission for their contribution when they are bringing students
to the college. This to ensure that employee will put performance
and rewards identical or consistent. Advising benefits TheoryAnnual
Paid LeaveThe number of days statutory annual paid leave that you
are entitled to will vary depending on which company you work for
and the hours that you work. Generally speaking, employees are
entitled to between 8 and 16 days annual paid leave per year, in
addition to 12 days national holidays (with a total of 15 16
holidays depending on the state you reside in).Working HoursAs a
full time employee working in Malaysia you will be expected to
complete a 48 hour week on a Monday Friday Basis. However, your
hours may vary depending on the type of employment you undertake.
In all states, except in the states of Kedah, Kelantan and
Terengganu, offices are closed during weekends. On Fridays, workers
are given a lunch break from 12.15pm to 2.45pm, in order to enable
Muslims to pray.Health and Sickness BenefitsEmployees are entitled
to 60 days full pay for sick leave, including 14 22 days for
non-hospitalization. Your years of entitlement will vary depending
on the number of years of service worked.As operated by the Social
Security Organization, the Government of Malaysia provides a social
insurance scheme that aims to protect employees and their families
in the event of accidents that result in disablement, death or
affliction with occupational diseases.Retirement BenefitsThe
Employees Provident Fund (EPF) is a scheme that provides retirement
benefits to employees. These benefits are accrued for employees and
employers through contributions from salaries, which are compulsory
for all (Employee Benefits in Malaysia, 2013 ). PracticesHoliday
:17 paid holiday
Vacation :Employees shall be granted 12 vacation days on a
prorated basis from 1 to 1.5 years of service.
Retirement :Employees Provident Fund (EPF) in excess of the
statutory EPF contribution is 2% for 1 to 3 years of service and
3.5% for more than 3 years of service.
Total & Permanent disabilityDeath & Loss of body part
due to accident:
:36 x monthly basic salary
36 x monthly basic salary
Sick leaves Maternity leaves Paternity leave
Wedding leave Compassionate leave
Replacement leave :::
::
:14 days per year for the first 2 years of service.60
consecutive days for birth up to 5th child. Male employees are
eligible to 2 working days leave for the birth of their own child
up to 5th child. 5 days leave for legal marriage per employment.3
consecutive working days on the death of their immediate family
member.Entitled for outstation employee on weekdays
Gaps Benefits one point of rewards from the employer to the
employee but benefits is being given not in the form of money but
in the form of leaves, holiday, vacation and etc. the benefit is
depend on the employer inside the organization. Benefit is given to
every employee entitled for it. As an employee in Malaysia you will
be entitled to a number of rights and benefits, regardless of your
nationality or citizenship. However, it is fundamental that before
commencing with employment there, you obtain and submit the
relevant documentation that enables you to lawfully work in the
country. It is also important that you have a clear understanding
of your full rights and benefits as an employee working in Malaysia
under the Employment Act 1955.5.0HEALTH AND SAFETY 5.1Organizing
safety programsTheory It is the policy of the Company to require
departmental managers to produce appropriate health and safety
policies or guidelines. The model contents of a guideline are: a
clear statement of the role of the department, regulations
governing the work of the department, clear reference to safe
methods of working, for example nursing procedures, manufacturers'
manuals, information about immediate matters of health and safety
concern, such as fire drills, fire exits, first aid, training
standards, the role and identity of the Health and Safety
Representative, names of specialist advisers who can be approached
about the work of the department, the manager responsible for
organization and control of work, accident reporting procedures,
departmental safety rules, fire procedures, and policies agreed by
the Company. Health and Safety training shall be incorporated
within annual training programs, as part of the development of a
systematic training plan. Practices Safety measures deals with
prevention of accidents and with minimizing the resulting loss and
damage to persons and property. ACESM have five basic principles
must govern the safety programs. 1. Factors resulting to accidents
have to be traced out, analyzed and eliminated. 2. Identify
potential hazards and provide effective safety facilities and
equipment take prompt remedial action. 3. The top management must
continuously monitor the safety performance. 4. Management and
supervision must be fully accountable for safety performance in the
work place. 5. All employees should be given thorough training in
safe methods of work and should receive continuing education and
guidance on eliminating safety hazards and on prevention of
accidents. Gaps The gaps between theory and practices are that
ACESM have a simple safety and health procedure which is more
towards safety of their respective employee, employer and their
students. There is more procedure pertaining to the safety of an
organization. ACESM has all the safety measure to ensure the
compulsory need of safety such as the first aid boxes, fire
extinguisher, and the fire exits but in ACESM there is no safety
officers handle those entire things. Furthermore, the college they
are struggling to create an annual training for the manager and all
the staff on the safety and health training to increase awareness.
6.0EMPLOYEE SERVICES/WELFARE 6.1Counseling Theory Employee
counseling gives individuals a valuable opportunity to work through
problems and stresses in a strictly confidential and supportive
atmosphere. Counseling provides access to several basic forms of
helping in giving information, direct action, teaching and
coaching, advocacy, and providing feedback and advice, for example.
Typically, counseling involves the individual employee meeting with
a psychological adviser, usually on a one-on-one basis. (Gerstmann,
2014)It is not uncommon for the individual employee and counselor
to meet one or twice a week for several weeks. However, the number
and frequency of meetings required will depend upon the nature of
the perceived difficulty and the nature of the intervention needed.
The focus of counseling sessions is to encourage discussion of
personal and work-related difficulties. This is often followed by
the adoption of an active problem-solving approach to tackle the
problems at hand. The specific aims of employee counseling are to:
Explore and find the key sources of difficulty. Review the
individuals current strategies and styles of coping. Implement
methods of dealing with the perceived problem, thereby alleviating
the issue. Often, this step may involve also improving
interpersonal relations at work and/or improving personal
performance. Evaluate the effectiveness of the chosen strategies.
Practices Counseling is an attempt to correct a situation and
prevent it from getting worse without having to use the
disciplinary procedure. Where improvement is required, our
employees have been given clear guidelines as to: What is expected
in terms of improving shortcomings in conduct or performance? The
time scales for improvement When this will be reviewed The employee
must also be told, where appropriate, that failure to improve may
result in formal disciplinary action. A record of the counseling
should be given to the employee and a copy retained in their
personnel file. It is imperative that any counseling should be
followed up and improvements recognized and recorded. Once the
counseling objectives have been met, any record of the counseling
will be removed from the employees file. If during counseling it
becomes clear that the matter is more serious, then the discussion
should be adjourned, and pursued under the formal disciplinary
procedure.Gaps In ACESM there is counseling but mostly student are
involved in the counseling session. All the employees are not too
participating inside the counseling session. From the employee
perspective there is a formal counseling session are done. The
counselor is being appointed as the permanent counselor to deal
with both employee and students. Mostly, all the records are kept
and after the counseling session is complete all the records will
be save in their personal file as it is private and confidential.
Feedback will be given to the employee whether it is positive or
negative. The counselors are put far away from the office since it
has to be private. The gap here is the counseling is mostly among
students but not employee.
CONCLUSION In conclusion, the Human resource function is
important in every company to develop globally. Human resource also
is one of the major sectors that will complete the structure of the
company. It is because the element of the human resources involved
employment, payment/rewarded systems, training and development,
health and safety, employee services/welfare, productivity
improvement scheme and industrial relationship. Completing all the
human resources function in once company will enhance the
productivity and smoothing the administration of the company.
REFERENCES Burke, Lisa A. (2008). Designing A Pay Structure.
www.shrm.org/hreducation/cases.asp
Employee Benefits in Malaysia. (2013 ). Find employment
Gerstmann, Peter. (2014). Employee Counselling - Definition,
Benefits, Outcomes.
Human Resource Planning. (2011).
Itika, Josephat Stephen. (2011). Fundamentals of human resource
management. African Public Administration and Management series, 2,
1-231.
Positive actions to get the best from your employees. (2013)
(pp. 1-37): Central of Michigan University
Veneeva, Verena. (2006). from
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