Analysis of Srp1 Results

Analysis of SRP1 results:  According to the Rate of output control necessity analysis in MDN Corporation, managerial, major and specialized jobs are of high priority and considered sophisticated and on the other hand service jobs evaluated primitive.

Analysis of SRP2 results: According to the rate of tendency to external labour market analysis the inclination of service jobs is more towards external labour market i.e. buying workforce

An appropriate strategy is then devised according to the analysis of SRP1 & SRP2

Managerial, Major & specialized jobs: output control necessity: Yes, Tendency to external labour market: No
Service jobs: Output control necessity: No, Tendency to external labour market: yes

Technique to formulate a strategy:

1. SRP1 : Yes  SRP2: Yes :: Strategy: Paternalistic Strategy
2. SRP1:  Yes  SRP2: No ::  Strategy: Secondary Strategy (Service Strategy)
3. SRP1:  No  SRP2:  Yes :: Strategy: Commitment Strategy (Managerial, Major & Specialized occupation)
4. SRP1: No SRP2: No ::  Strategy : Free Agent Strategy

Conclusion:

Proper analysis of output control necessity and tendency to external labour show that the appropriate strategy for managerial, major and specialized jobs is commitment strategy and secondary strategy is the one suitable for service jobs.

Human Resource Supply Subsystem:  

Commitment Strategy

1. In recruiting for managerial, major and specialized jobs, the recruitment channels should be limited, using informal ways of recruitment such as referral of representatives of individuals.
2. Potential capabilities of individuals should be given more weightage than current knowledge and skills
3. Intense investment should be done on training and promoting personnel. The training programs should be bi-dimensional, one being individual training dimension while the other dealing with organizational training.
4. The promotion of personnel and managers should be according to job career and merit.

Secondary Strategy:

1. In service jobs, along with secondary strategy, knowledge, skills & abilities should be considered.
2. More formal ways be designed and the main selection criterion should be current merits of the candidates.
3. It is recommended to execute internal redeployments based on current performance index and high emphasis on training is dispensable.

Performance evaluation and Reward system:  

Commitment Strategy:

1. Same work value should be rewarded with equal pay.
2. To honour the principle of external equality, the amount of financial payments to the personnel should be at least at par with the minimum wage requirements.
3. In order to increase motivation, variable pays and incentives for performance should be used.
4. 360 degree feedback method should be used.

Secondary strategy:

1. Same work value should be equated with equal pay.
2. To honour the principle of external equality and skill sets required, the financial payments should be at least at par with the minimum wage requirements.
3. Skill rate, staff seniority and performance criteria should be considered for promotion

Relationship with personnel subsystems:

Commitment strategy:

1. The job description must incorporate flexibility in its design.
2. The authority of operation and responsibility of work quality should be followed by control of the deliverables.
3. Programs for personnel to help them solve their personal problems should be implemented in order to optimize their performance.

Secondary strategy:

1. The description must be precise and should be in a standard and more formal format.
2. Indirect control should be used for output control.
3. Informal employee – supervisor relationships should be designed, in order to state and help them resolve personal objections.

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