Hr Practice in Gp

Executive summary

In order to find secure and best possible results regarding culturally compatible HR strategy, our team worked out a pattern that was both logical and sequential. The mission of our group and this project work was to analyze the way the employees of Grameenphone Ltd, think and feel and how these in turn affect the organization as a whole. Therefore, it was required of us to come up with a questionnaire and we have done so in such a way that would help us explore their perceptions and ideologies.

All the information has been transformed into usable data which can be referred to in order to better understand their organizational culture and recruitment patterns. Due to our experience with courses such as ECO 172, ECO 173, etc, and also from the courses of MGT321, MGT351, HRM370, and HRM410 with our faculty Mr. A K M Mominul Haque Talukder, it was possible for us to round up this project successfully. Data analysis is something that is going to help us in the future by helping us truly understand the situations and perspectives that make up an organization.

This process started with us selecting 60 employees from different parts of the organization to fill in the questionnaire. We then converted those data into the SPSS database for further analysis. Before doing so, we had to first become familiar with the usage of the SPSS software, which was somewhat complicated. Also, it was slightly tricky to get the selected people to answer all questions in the questionnaire, for various reasons including the fact that some of them did not want to be too honest while some had trouble interpreting the meanings of the questions. The raw data collected was used for reliability tests to ensure its accuracy.

In order to make the data usable for later stages, data reduction techniques had to be applied. Once the data had been approved, it was used for linear regression analysis and graphical representation of the regression analysis. Thus, eventually, it was possible to understand and compare and contrast the perceptions of the different employees in a place such as AB Bank. The regression analysis provided Fcalc values which were compared to the F table. This is something that helps analyze and make decisions regarding whether to accept or reject the various relationships.

Scope and objective of the study

As a business expectative in future, we should have to gather experience beside our survey. We should not concern our lesson only in the classroom but to implement it in practical life that will help us in our future life. A clear objective helps in the preparation of well-decorated report in order to take the right type of decision. So, identifying objectives is very much important. Our purpose of preparing the report is: To understand the inter-organizational culture. Understanding the link between HR strategies with organizational culture.

Evaluate the factors that affect strategic human resource management to learn the knowledge about the factors which are ultimately affecting strategic HRM. To understand real aspects of strategic HRM from staffing to top-managerial decisions. To understand the link between some important HR issues like communication, staffing and development, internal philosophy, flexibility job structure, performance management, with customer satisfaction and retention management. It is common knowledge that the compatibility of culture with Strategic HRM is one of the most basic and important functions of an organization.

Unless a company is able to make a good cultural environment for strategic HR to organization, all its stakeholders and employees will eventually suffer, which might be a result of dissatisfaction of customers as well. It is important for us to identify the seriousness of this function which is taken up by the HRM department. As future managers of this country, we must understand the pros and cons of every single action which is implemented during the recruitment process. Grameenphone Ltd. has provided us with a platform to study their culturally compatible HR strategy.

We thank them for this opportunity which will help us gain first-hand experience and understanding of these things. The employees at Grameenphone Ltd. have been gracious enough to answer our questions in the questionnaires we provided them with. Some of the questions may have been slightly intruding, but that is the whole point of the research – to find out the employees’ true thoughts and feelings towards their cultural compatibility with their HR strategy. We hope to shed light on the various good things, and perhaps on some level of mismanagement going on at Grameenphone Ltd. nd their organizational culture with their HR strategy. The result of this research can help enhance all the good things going on in the organization, and also bring about opportunities to fix those things that may be wrong with it. After all, an organization is nothing without the people who keep it going.

Methodology

Methods of data collection: Methodology is the systematic study of methods that are, can be, or have been applied within a discipline or a particular procedure or set of procedures. It consists of both primary and secondary data. Primary data collection:

We had to collect information from 60 employees of Grameenphone Ltd. We also had collect from three different branches that took us about 5 days. To collect the required information we made a questionnaire (given above) filled with questions related to choosing and hiring candidates, which would help us to understand how the HR mangers and seniors while calling on for interview assess the raw test score, competencies, analytical skills, etc and average the whole result. They then check out family background, drug test, and criminal record, etc. and then hire the candidate.

Hence, to collect this information we had to take an appointment with the Md. Bajlul Huda, Manager, Grameenphone Ltd. and went to the office accordingly. When we reached there we first brief him about our whole assignment as well as the questionnaire. He was very helpful with the whole task and assigned us with one of his Division Manager who took us to different level of the office and introduce to their subordinates. We tried to survey all the dept. available in the office like the Finance Director, the HR dept. head, the Marketing Director and the Managing Dept.

We divided our group members and each of us took some employees at a time to be available to them while they were filling up the questionnaire in order to answer to their queries. While filling some had little delusion on hr terms which we as a team need to elaborate the process of each term. And in that way it was also easier for us to collect all the correct required data as we were talking to only 1 employee at a time. And after they filled out the questionnaire we took their visiting cards along with their designation and stapled it to their papers.

Secondary data

The raw data collected was then used for reliability tests to ensure its accuracy. Depending on the accuracy we had to implement data reduction using certain factors making the data usable for later stages. The approved data was then used for linear regression analysis and the obtaining graphical representation of the regression analysis. We then came up with relationships of the employee perceptions and various decision-making criteria that are found in the daily working environment in an organization like Grameenphone Ltd.

The regression analysis provided us with Fcalc values which were compared to the F table; which assisted us in deciding whether to accept or reject the relation between the various relationships we formed previously.

Limitations of the study

As we have to make a report on the ‘Culturally compatible HR strategy’ practices of Grameenphone Limited by meeting a survey, we were really unable to collect enough information due to their official restrictions. These restrictions could not be eliminated without seeming offensive or intrusive.

Many things were so confidential that we were we could not gain access to them. Thus, we had to conduct our analysis on whatever information we could gather, which was not enough. At the very beginning, we had a lot of difficulties in collecting information from the employees. Most employees were reluctant to fill up the questionnaire we prepared for them to fill up. Perhaps some of the questions made them uncomfortable, or perhaps they just did not have time. However, there was no reason to feel uncomfortable since the questionnaires were meant to be filled out anonymously.

We had to convince most of them to fill them up. Finally we could convince 50 employees to fill up the forms. Some of them didn’t tick all the answers and some ticked random answers without understanding the questions, or not even reading them properly. So, while studying the filled up questionnaires, we had a lot of complications in analyzing the data. The questionnaires prepared by us contained a lot of technical terms, which were comprehensible only to people who were familiar with HRM terminologies. Conditions like these created a lot of problems for the personnel filling he questionnaires, and they often asked us questions regarding what the question meant. It seemed like some of them found it extremely hard to truly understand the meanings of some of the questions. As we had to entertain a lot of queries at the same time, we were unable to allocate equal time and attention to everyone. This was purely unintentional, but it may have led to misinterpretation from our side towards the employees. While working on the filled up questionnaires we faced quite a number of problems, which prevented us from obtaining results of optimum accuracy.

As we had to use SPSS software, we faced compatibility problem on SPSS with windows Vista and windows. We also encountered a few other minor problems during the primary data collection and while interpreting the data. Beside this we have faced the following hindrances in preparing this report: Lack of knowledge and experience regarding subject matter of employees filling the questionnaire. Shortage of time. Lack of sufficient privileges. Lack of communication facilities. Difficulty in getting an appointment.

The survey report focuses Cultural compatible HR strategy in Grameenphone Ltd. The survey may not be more comparable or more valid due to our lack of knowledge and experience regarding statistical data handling and interpretations. Also, it should be mentioned that we had trouble working out on the relationships between the various dependent and independent variables.

Company profile

Grameenphone, widely known as GP, is the leading telecommunications service provider in Bangladesh. Grameenphone is the largest cellular operator in the country.

It is a joint venture enterprise between Telenor and Grameen Telecom Corporation, a non-profit sister concern of the internationally acclaimed microfinance organization and community development bank Grameen Bank. Telenor, the largest telecommunications company in Norway, owns 62% shares of grameenphone and Grameen Telecom owns the remaining. Grameenphone was the first company to introduce GSM technology in Bangladesh. It also established the first 24-hour Call Center to support its subscribers. With the slogan Stay Close, the stated goal of Grameenphone is to provide affordable telephony to the entire population of Bangladesh.

From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In recent years, the focus has been to provide after-sales within a short distance from where the customers live. There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 64 districts. In addition, there are 72 Grameenphone Centers in all the divisional cities and they remain open from 8 am-7 pm every day including all holidays. GP has generated direct and indirect employment for a large number of people over the years. The company presently has more than 5,000 full and temporary employees.

Another 100,000 people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors, and others. There is more detail about Grameenphone Ltd. is given below; VISION: To be a leading provider of telecommunication services all over Bangladesh with satisfied customers, shareholder, and enthusiastic employees. MISSION: GrameenPhone Ltd. aims at providing reliable, widespread, convenient mobile and cost-effective telephone services to the people in Bangladesh irrespective of where they live.

Such services will also help Bangladesh keep pace with other countries including those in the South Africa region and reduce the existing disparity in telecom services between urban and rural areas.

History

Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It established the first 24-hour Call Center, and introduced value-added services such as VMS, SMS, fax and data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE, personal ringback tone and many other products and services. The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speed Internet and data services from anywhere within the coverage area. There are currently nearly 3 million EDGE/GPRS users in the Grameenphone network.

Grameenphone nearly doubled its subscriber base during the initial years while the growth was much faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 by the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1. 16 million in 2003, 2. 4 million in 2004, 5. 5 million in 2005, 11. 3 million in 2006, and it ended 2007 with 16. 5 million customers. From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In recent years, the focus has been to provide after-sales within a short distance from where the customers live.

There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 64 districts. In addition, there are 72 Grameenphone Centers in all the divisional cities and they remain open from 8am-7pm every day including all holidays. GP has generated direct and indirect employment for a large number of people over the years. The company presently has more than 5,000 full and temporary employees. Another 100,000 people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.

In addition, the Village Phone Program, also started in 1997, provides a good income-earning opportunity to more than 210,000 mostly women Village Phone operators living in rural areas. The Village Phone Program is a unique initiative to provide universal access to telecommunications services in remote, rural areas. Administered by Grameen Telecom Corporation, it enables rural people who normally cannot afford to own a telephone to avail the service while providing the VP operators an opportunity to earn a living.

The Village Phone initiative was given the "GSM in the Community" award at the global GSM Congress held in Cannes, France in February 2000. Grameenphone has also adjudged the Best Joint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphone was presented with the GSM Association's Global Mobile Award for ‘Best use of Mobile for Social and Economic Development' at the 3GSM World Congress held in Singapore, in October 2006, for its Community Information Center (CIC) project, and for its Health Line Service project at the 3GSM World Congress held in Barcelona, Spain, in February 2007.

Grameenphone considers its employees to be one of its most important assets. GP has an extensive employee benefit scheme in place including Gratuity, Provident Fund, Group Insurance, Family Health Insurance, Transportation Facility, Day Care Centre, Children's Education Support, and Higher Education Support for employees, in-house medical support, and other initiatives.

Current offerings

Prepaid Price pans: Grameenphone Ltd. announced a new range of price plans that are expected to bring greater simplicity to the pre-paid category.

The company has also revealed a new price plan for its juice product as well. The three price packages – Shohoj, Aapon, Bondhu, along with juice – have been developed for pre-paid subscribers and offer interchangeability and easy migration. The Shohoj package will cater to users who need to call all networks and offers callers a low, flat rate of BDT 0. 79 per minute to any operator number. Shohoj users will also have the option to SMS any number at BDT 1 per SMS. The Aapon package has been designed for callers who have a predominately Grameenphone calling base.

Amazon offers a special daytime tariff and nighttime tariff (12 pm-4 pm and 12 am-8 am respectively) of 49 paise per minute. Aapon users can also call three FnF numbers (Grameenphone numbers only) at 49 paise per minute at any time, and send SMS to the FnF numbers at BDT 0. 50 paisa per SMS. Aapon users will also have the option to SMS any number (GP and another operator) at BDT 1 per SMS. The Bondhu package is for users whose calls are usually limited to a tight FnF circle. This package offers the highest number of FnFs and users can call seven FnF numbers at 49 paise per minute at any time.

With the Bondhu package, calls to all other numbers (Other than the seven FnFs) are BDT 0. 99 per minute. SMS rates are BDT 0. 50 per SMS to GP numbers and BDT 1 to other operator numbers. Djuice retains its youth focus where there is a big interest in community tariffs and special nighttime tariffs. What’s new is that any Grameenphone pre-paid customer can opt for juice or vice versa. Notably, a regular migration fee of BDT 10 will be charged for migration to or from all packages after 13 April 2010. Post-paid price plans: With the new explore post-paid, discover the pleasure of doing much more.

Grameenphone brings yet another technological marvel- Mobitaka Ticketing! With Mobitaka Ticketing service, you can buy Intercity Train tickets in advance from your own mobile phone! You don’t need to stand in long queues or overcome lots of hassles to collect a railway ticket. You can sit at the comfort of your own home and stop worrying about collecting train tickets for your upcoming journey. We want you to stay close to your dear ones and hence Mobitaka ticketing is for you. Value Added Services You can use your mobile phone for many other purposes than making voice alls. With GrameenPhone’s VAS, you can use your mobile phone to: Send and receive text messages, picture messages, voice messages Download ring tones, logos, and wallpapers Obtain news updates, and cricket score updates Browse the Internet and also send and receive e-mails Transfer data and send fax Participate in competitions and vote for your opinions You will be able to use all these services whenever you need them, wherever you are. All you need is to have a GP mobile phone to get these services. Messaging Services Information Alerts Data Transfer Fax Entertainment Services

Browsing the Internet Send and receive e-mails Download Contents Customize Your Handset Participate in Competitions Vote your Opinions Services are: Studyline Music Radio Call Block Service Miss Call Alert Bill pay Stock information Instant messaging Cricket Update Cell Bazaar Web SMS Mobile Backup etc. International Roaming In March 1999, Grameenphone introduced this premium service for the first time in Bangladesh and now provides International Roaming service to its own subscribers traveling abroad as well as to foreign operators’ subscribers traveling in Bangladesh.

For the first time in Bangladesh in July 2006, Grameenphone launched Roaming Services (both GSM and EDGE/GPRS) with CAMEL Phase II for Pre-paid Inbound subscribers. Grameenphone has a unique ‘One to One’ relationship with all its International Roaming partner operators. As of May 2009, Grameenphone has 357 GSM partner operators in 120 countries in 6 continents and 137 EDGE/GPRS partner operators in 55 countries.

Grameenphone hr practices

Grameenphone Human Resource system is one of the best systems in Bangladesh. The strategy of Human Resource Division is followed from Telenor strategy.

HR is a Critical Enabler for Telenor in the Pursuit of its Strategic Goals. HR is a key to ensuring an Organization that provides a competitive advantage by being simple, aligned and efficient. A Culture centred on the customer and characterized by diversity, generosity and an international mindset. Leaders, Who have a passion for business, excel at empowering people and never compromise on Telenor's ethical standards People, perform at the peak of their ability because they feel a sense of mission, accomplishment, and growth.

Corporate HR

Corporate HR is responsible for global HR support and processes, and is organized as follows: Organization and Leadership Capabilities: Strategic responsibility for IVC (Internal Value Creation - Employee survey) and TLDP (Telenor Leadership Development Process). Global HR Development Compensation and benefits Employee Role Local HR Local HR departments serve managers and other employees with Human Resources and organizational development-related topics. They are also in charge of the implementation and follow up of processes like IVC (Internal Value Creation - Employee survey) and TLDP (Telenor Leadership Development Process).

HR Services HR Services is a resource centre for personnel administrative services in Telenor for the Nordic region. Internal Value Creation (IVC) Internal value Creation or IVC is a tool for creating value internally to all the employees of the organization. For better motivation and maximum effort from all the employees, this tool helps a lot for achieving the vision. The purpose of the IVC Grameenphone vision Is "We exist to help our customers get the full benefit of communication services In their daily lives. " The key to achieving this vision is a mindset where each and every one of them works together. The IVC process offers them not only an opportunity to assess their progress in working towards this vision, but also to carry out actions that will improve their people and organization In order to meet future challenges and Implement the strategies. This is required from the Manager in this process Inform the employees before the survey and encourage participation. Present the survey findings to them. Develop an action plan together with them. Implement, follow up, and report on the actions.

Communicate and celebrate results. HR operations: Preparing and providing circulars for internal and external recruitment Arranging hiring and selection process Recruiting employees Joining procedures Providing salary information Providing benefits and compensations Leave management Performance appraisal & evaluation Allocating resources including humans resources Handle employee separation process Arranging Training programs Arranging motivational and refreshing programs for the employees etc.

Latest strategic hr approach

Very recently Grameenphone internally has launched a new approach to motivate the employees as Grameenphone always believes that internal customers should be satisfied first in order to make the external customers satisfied. As Grameenphone declared these year as EDGE year and all their concentration is on EDGE they are offering 10% commission on each EDGE package selling by the employees of Grameenphone and also in the last month there was another motivational offer for employees and that was the best EDGE seller will get BDT 100,000, second best seller BDT 60,000 and the third one was BDT 40,000.

So employees are feeling motivated and trying to sale more in order to get those benefits and their satisfaction rate is going higher. And internal surveys says that Consumer Satisfaction Index of Grameenphone is the highest in Bangladesh these days and its all because of the satisfaction of the employees. Another strategic approach of Grameenphone is SEED which each likely to be idea generation. On this program employees are offered to submit their creative and innovative ideas that can add more values to Grameenphone and the best idea generator person will get BDT 1 million.

So Grameenphone is very creative in their strategic HR approaches and they are always one step ahead to everyone in the industry. ? Literature Review During the formulation of human resource strategies organizations must consider their internal and external realistic factors. When realities change successful HR do have adoption with current realities. Culture is one of the fundamental factors of an organization's internal realities. The survey can be conducted to know about the existing culture. There are some topics that should be included in the questionnaire like performance, information and resources, operational philosophy, and human resource.

Here performance is all about meeting the organizational goal, customer satisfaction, and results regarding the short term and long term. Information and resources includes their management system and allocation of resources. Operational philosophy is about relation between culture value and risk taking, types of management whether it is leadership or close control. Human resources include the perception of employees as a cost of assets. It is important to clarify and communicate the organization's vision or mission that it is widely understood.

It is needed to check out the current realities to make ensure the vision or mission is still viable or not. Strategies have to be formulated to fit and support the culture. Human resource strategy consists of interrelated functional strategies. The functional components are selection and staffing, organization and human resource development, and reward. The utility and software firm has a different human strategy that is required to meet their needs. They have different strategy regarding their staffing policy, development, rewards, and design.

The utility should concern about increased sensitivity and satisfying customer needs, increased the factors that will give benefit the total organization, emphasis on cost management, increased application of employees’ potential value. On the other hand software firm critical needs are more delegation by manager, more recognition of support functions, better creation and communication of long range plans, according equal weight to overall organizational performance and product or unit performance. There are some organizations with poorly defined or fragmented cultures.

There were created some conflicts between the information systems function, the customer service function and the more mainstream functions related to the production and delivery of primary service. Cultural assessment was needed to determine the key points of difference between senior management’s desired culture and the culture desired by people in the functional business was beneficial. The utility and the software firm no one has a dysfunctional culture. Some organizations have significant misalignments of culture which is very large gaps between what the culture is and what people feel it should be.

Instrument desiging

Customer Satisfaction Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. Organizations need to retain existing customers while targeting non-customers. Measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. In Grameenphone customer satisfaction is there number one motto. They are inconsiderable regarding this matter of customer satisfaction.

Retention Management Retention management is a systematic process of retaining employees. In our questionnaire, we have included several questions related to the effectiveness of Retention management in Grameen Phone Bangladesh Ltd. We have included dimensions like flexible work hours, training and development opportunity, and friendly work environment to find out how important these are to the employees as managers use these criteria frequently to stop employees from leaving the company. Adequate help from the superiors, salary well above market rate are also important for employee retention.

1. Your organization helps you with your performance problems.
2. The work schedules are flexible.
3. My organization offers well –above- market wage.
4. Ample training and development opportunity is offered.
5. The company has a friendly work environment.

Communication: Communication is the best way behind the development of a particular company. Its justified whether the customers are satisfied with the service or not. As we all know that the service of Grameen Phone is the best service so far in our country that we exemplified most often.

They focused on the customer as well as the communication with them so that they can aware about the problems of the customers. This is a two-way communication process. In our questionnaire, we have included so many topics like its help to achieve company’s mission and vision. To bring effectiveness in the organization both the horizontal and vertical communication process is important. Internal communication should be focused more.

Development is a certain process of improving employees’ skills and abilities that are needed for the organization in the future consequences. Very selected employees who have proved themselves beneficial for the organization, in the long run, got the opportunity to develop themselves through this process. Here we indicate some questions like whether employees are satisfied with their staffing and development process or not. The staffing process should be fair for all employees. Empowerment exists in the organization or not we also have included the question in our survey.

Data interpretation

Mean: A parameter refers to a specific population's characteristics and a statistic refers to a sample's characteristics. Measures of the average value of every response of a particular value are usually computed from sample data through the mean function.

This enabled us to see the relative responses of a certain dimension Regression: Regression analysis discusses the linear relationship in terms of dependency of one on the other. It provides us a statistical technique for obtaining the line that best fits the data points. R square: R square measures the proportion of variation in a model which is explained by the repressors jointly.

The higher values indicate a better regression. Actually R square is the percentage explained variability.

R bar square: R square of the individual regressor. Multicollinearity: In a regression model if one regressor changes are associated with changes in other regressors then the problem of multicollinearity arises. In a regression model two or more independent variables are perfectly collinear if one or more of the variables can be expressed as a linear combination of the other variables.

Discussion about Reliability & Factor analysis:

Reliability of measurement refers to the stability of measurement of sample data/attributes. This is of concern both within a single time period in which the attribute is being measured and between time periods. By factor analysis, we reduce those questions which are found to be unreliable.

Correlation:

A strong linear relationship is defined as a condition where the individual observation points are close to a straight line. The correlation coefficient provides a measure of the strength of the linear relationship between two random variables. A correlation of 0 indicates that there is no linear relationship between the two random variables.

ANOVA:

ANOVA is the analysis of variance which is concerned with analysis the effect of one or more factors on the experiment units. CORRELATION Correlation shows whether positive or negative relationship exists between one independent and one dependent variable. If relationship exists Correlation Table helps us to find out whether the relationship is significant or not. A significant relationship between a dependent and an independent variable suggests that to predict dependent variable that independent variable in the regression model. From this table of correlation we find that

Our 1st dependent variable Retention management is correlated with independent variables Communication, Staffing and Development, Flexibility in job structure, internal Philosophy and Performance Management. Our 2nd dependent variable Customer Satisfaction correlated with independent variables Communication, Staffing and Development, Flexibility in job structure, internal Philosophy and Performance Management.

CM (Communication) VS CSM (Customer satisfaction) Relationship with a Literature review:

The correlation between communication vs customer satisfaction is showing a double star.Healthy internal philosophy ensures a healthy relationship among all the divisions of the company and all the division work together to satisfy its customer and as well try to attract new customer to enhance growth.

IPM (Internal Philosophy) VS RMM (Retention Management) Relationship with Literature review: The correlation between internal philosophy vs Retention Management is showing a double star. It signifies that the correlation is very significant at 0. 01 levels. It is true that the internal philosophy of a company helps to retain current employee.

If the philosophy of the company is employee-centered, it helps to retain the employee because they found that company is really caring about them. It helps the HR department of the company to view the employee as an investment rather than a cost.

PMM (Performance Management) VS CSM (Customer Satisfaction) Relationship

The correlation between Performance management vs Customer Satisfaction is showing a double star. It signifies that the correlation is very significant at 0. 01 levels. If the company follows performance management effectively, it leads to ensuring customer satisfaction.

If the company has a well-structured performance measurement and evaluation system, it can judge effectively what the current performance to satisfy the customer base is and what should be the real scenario of this procedure. If the company provides extra incentives for outstanding performance, it increases employee motivation toward work and ultimately it leads to customer satisfaction.

The correlation between Performance management and retention management is showing a double star.

It signifies that the correlation is very significant at 0. 01 levels. If the company can able to manage the performance of the employee base effectively it would be helpful for the company to retain the customer base because the perception of employees would be positive regarding the company at this point.

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Hr Practice in Gp. (2018, Feb 05). Retrieved from https://phdessay.com/hr-practice-in-gp/

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