Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award


Project Type

MBA Executive Research Project

Access Type

Restricted Access

Executive Summary

Managing and improving organizational capabilities is a significant and complex issue for many companies. 1 his project focuses and elaborates on the Human Resource Strategy of The gas utility and the implementation status of various policy and procedures, organization wide.

I he problem statement being to assess HR's role as a strategic partner, the management's thinking and Its institution wide acceptability. Key processes have been reviewed such as Recruitment. Compensation. Training and Development, Performance management. Reward mechanism. Succession planning and also analyzed the feedback process. It critically views the implementation process of policies and procedures and highlights existing gaps, challenges and opportunities with way forward recommendations.

The sample size for Primary research is 102. Primary research includes all relevant stake holders focusing on the utility’s employee feedback and industry research. Primary data was gathered by informal discussions, data and information collected from industry experts for market information. Extracts and salient features have been outlined. Employees feedback is taken also by filling of questionnaires. Secondary data was collected through internet publication and articles. The findings and conclusion arc drawn from the primary and secondary research focusing on best practices.

An assessment for compliance with the applicable laws and regulations to report any shortcomings in the same and recommendations for automation of human resource procedures, for the efficiency of the human resource practices and processes have been included.

A review of the MR processes was undertaken for the sub-processes: Recruitment; Promotion; Staffing and Succession Planning; Training and Development and Performance Appraisal System. This entailed assessment of the organization’s Human Resource function. Its performance standards comparable to industry practice and an assessment of the Human Resource Process of the Company for identification of any internal control weaknesses, process inefficiencies and compliances with the applicable laws and regulations; and recommend improvements. The internal communication process and policies have been reviewed for improvements in the same for change management. Employee development practices and policies were also reviewed.

Inciudcd in this project report arc the published studies of best practices of global organizations and strategics on how they manage their people. Both executives and academics believe that human capital management investment is essential to the competitiveness of firms, but there is a wide variation of opinion about how best these complex organizational activities are implemented in practice. Major themes emerge from the study.

Key findings have been highlighted from the areas of HR practices, employee relations, HR functional excellence, and knowledge management within the HR community. Out of 102 employees, 17% admit to having been provided ajob description by HR or their own department while 83% have no such document. However 43% have affirmed that they are made aware of the requirements of their job. 38% have acknowledged that they have been provided KPIs by HR or their department heads whilst 62% have responded in the negative, almost more than half i.e. 52% of the population have responded to say that they are not aware of the Company goals or strategy. Only 24% of the respondents view the appraisal system as fair and effective, with 76% having little confidence in the reward system. 95% of the respondents have not participated in any employee engagement survey in the last three years. Regarding talent development 61% respondents arc interested in job rotation. 96% of the respondents have expressed that they have not been informed of their career paths whilst 90% have denied any sharing of individual talent development plans. A positive is that 79% of the respondents are satisfied with the Compensation/ Benefits. The project concludes with view on the issue of convergence of HR practice and process across national cultures.

The recommendations of future research is if the Company is able to address the policy gaps and implement the suggested measures and measuring impact for each initiative.



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