Analysis of the organization hr functions

Published: Last Edited:

This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.


This particular assignment gives an overview of the functions carried out by the Human Resource Department in an organization and their importance for the well being of the organization.

The researcher search about Dialog Telekom PLC at the branch in Union Place.

Dialog Telekom PLC operates Sri Lanka's largest and fastest growing mobile tele- communications network. Dialog GSM, the company is also the largest listed company on the Colombo stock exchange in terms of market capitalization.

Dialog has spearheaded the mobile industry in Sri Lanka since the late 90's propelling it to a level of technology on par with the developed world. The Company operates 2.5G, 3G and 3.5G mobile services, supporting the very latest in multimedia and mobile internet services as well as international roaming in over 190 countries. The Company is also a provider of internet services through Dialog Internet a fully-fledged Internet Service Provider. Dialog Telekom also operates Dialog SAT, a mobile satellite service.

The company has 4,500 employees and serves more than 4.5 million customers. Following the success of its cellular services, Dialog Telekom expanded operations to include Internet and data services, mobile satellite services, fixed-line voice and broadband services, and digital satellite television to provide multisensory connectivity to individual and corporate customers.

The company vision:

According to introduction to the company (2011) “To be the undisputed leader in the provision of multi-sensory connectivity resulting always, in the empowerment and enrichment of Sri Lankan lives and enterprises”

The company mission:

According to introduction to the company(2011) “To lead in the provision of technology enabled connectivity touching multiple human sensors and faculties, through committed adherence to customer driven, responsive and flexible business processes, and through the delivery of quality service and leading edge technology unparalleled by any other, spurred by an empowered set of

dedicated individuals who are driven by an irrepressible desire to work as one towards a common goal in the truest sense of the team spirit”.

Organization structure:

Dialog has a hybrid organizational structure which is a combination of matrix structure and modular structure. Each business unit works independently. Each functions of SBU have linkages with each other.

In its simplest form a tall organization with many levels of management and supervision. There is a “long chain of command” running from the top of the organization e.g. CEO down to the bottom of the organization e.g. senior executive. The diagram above neatly captures the concept of a tall structure. The relationships are further cemented by a strong emotional bondage. Since everyone is emotionally attached to CEO, there is natural control of employees due to loyalty. Belonging to organization and work commitment have developed as by-products of the bondage and loyalty to CEO.

Rules & Regulation within the organization:

Trial /probationary period:

The first 90 days of employment of all new employees shall be considered a trial or

Probationary period. The purpose of the trial or probationary period is for the new employees to become familiar with the duties of their new position and for their Supervisor to decide whether they are meeting the expectations of their new position.


You are required to be at your appointed work place and ready to begin work at the agreed starting time. Irregular attendance or delay will not be tolerated and may result in execution.


employees for overtime in accordance with applicable Federal and State laws: for hours worked in excess of the weekly schedule, but not in excess of forty (40), straight time rate will be paid except in states which require overtime after eight (8) hours on a daily basis. For hours or fractions thereof worked in excess of forty (40), overtime will be paid. This rate is one and one -half (1 ½) times straight time rate.

You must have approval from your Supervisor before working any overtime.

Description of the HR process

The HR Process Descriptions can the process of Human Resources smoother and the transitions of the HR Processes among staff are much easier. The HR Processes Descriptions does not have to be the process descriptions like the processes for the factory unit, but they can be kept simple and valuable for the audience.

The HR Process Descriptions have to make a distinction the job content in Human Resources and some kind of the expertise the employees in HR usually have. The process description does not have to be complex, but they have to navigate the employees to find the needed information quickly.

Many HR Managers make the mistake, they ask for the very detailed process descriptions, which takes long time to produce and the HR Employees do not see the value added from the process description.

There are some rules to follow in HR process:

  • Simplicity- the process does not have to describe every single part of the detail, the most process steps should be included, when the process interacts with the HR system, the interaction has to described in advanced detail so that a newcomer can quickly start.
  • Process Inputs and Outputs - the good HR Process description includes the process inputs and outputs as the HR Employee can quickly see the need of the HR Process to run smoothly and what outputs have to send to other employees to finish the HR Process successfully.
  • HR Process Interdependencies - none of the HR Processes can be on its own. The process description should directly show the dependencies on other HR Processes and the client processes of the HR Process as the HR Employee can quickly find out the main interactions and can co-operate with other HR Employees.

Source- your HRM guide (2011)

Analysis of the organizations HR process

Research in the area of HRM has much to contribute to the organizational practice of HRM. In dialog telecom there is many HR managers to manage the tasks in the organization. The researcher interviewed one of them and got the relevant information regarding to HRM functions and their well being of the organization. Mr. Chinthaka Premarathne is one of the Human Resource Manager of dialog Telekom PLC. 

Human Resource Managers today must manage the tasks of monitoring current performance, managing incremental improvement, and leading innovator or discontinuous change efforts. A clear understanding of the drivers of performance, improvement and change is required to manage human resources in today's competitive environment.

Dialog Telekom PLC Strategic Human Resource Management Program defines the means of ensuring this delicate balance that aligns Human Resource strategy with the overall business strategy. As human resources moves to believe an essential role in helping organizations achieve competitive advantage in the knowledge-based economy, the human resource function is increasingly being called upon to assume a more strategic orientation to drive success. This re-orientation of the HR function toward corporate and business strategy has multiple impacts upon the role of every class of manager in the organization, not least of which is the HR professional.

At Dialog, their corporate responsibility encompasses Human Resource practice ensuring that each function does not work independently of each other. Integrated human resource management and development in the organization reflects their understanding of the need to walk the talk and that responsibility starts from your own doorstep. Dialog HR actively promotes engagement of the organization and its stakeholders through well-managed programs, policies and practices, by focusing on communications, employee relations and health & safety.

There are some HR functions the company looks into:

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

  • Understaffing loses the business economies of scale and specialization, orders, customers and profits.
  • Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the company.

Function 2: Recruitment and selection of employees

The HRM responsibility to analyses the job to be done so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage.

Function 3: Employee motivation

To keep hold of good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards accessible by the organization as a continuous exercise.

As employment needs will differ with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The final can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.

Function 4: Industrial relations

Good industrial relatives, while a recognizable and lawful objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between:

  1. Workers (and their informal and formal groups, I. e. trade union, organizations and their representatives);
  2. Employers (and their managers and formal organizations like trade and professional associations);
  3. The government and legislation and government agencies l and 'independent' agencies like the Advisory Conciliation and Arbitration Service.

Source: (2011)

Function 5: Provision of employee services

Another most important function of a HRM is to Attention to the mental and physical well-being of employees is normal in many organizations as a means of keeping good staff and attracting others.

The forms this wellbeing can take are many and different, from loans to the needy to counseling in respect of personal problems.

HRM is responsible for administration, training and education in awareness and understanding of the law, and for the alerting of all levels to new requirements.

Function 6: Employee education, training and development

Training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability, understanding and awareness'.

  • Develop workers to undertake top-grade tasks
  • Provide the conventional training of new and young workers (e.g. as apprentices, clerks, etc.)
  • Raise efficiency and standards of performance
  • Meet legislative requirements (e.g. health and safety)
  • Inform people (induction training, pre-retirement courses, etc.)

Out of the above functions there some main HR functions in the organization:

Job Analysis: Job analysis is the process of describing the nature of a job and specifying the human requirements, such as skills, and experience needed to perform it. The end product of the job analysis process is the job description. A job description spells out work duties and activities of employees. Job descriptions are a vital source of information to employees, managers, and personnel people because job content has a great influence on personnel programs and practices.

Staffing: Staffing emphasizes the recruitment and selection of the human resources for an organization. Human resources planning and recruiting precede the actual selection of people for positions in an organization. Recruiting is the personnel function that attracts qualified applicants to fill job vacancies.

In the selection function, the most qualified applicants are selected for hiring from among those attracted to the organization by the recruiting function. On selection, human resource functionaries are involved in developing and administering methods that enable managers to decide which applicants to select and which to reject for the given jobs.

Orientation: Orientation is the first step toward helping a new employee adjust himself to the new job and the employer. It is a method to acquaint new employees with particular aspects of their new job, including pay and benefit programs, working hours, and company rules and expectations.

There are some primary responsibilities of the  human resource manager :

  • To develop a thorough knowledge of corporate culture, plans and policies.
  • To act as an internal change agent and consultant.
  • To initiate change and act as an expert and facilitator.
  • To actively involve himself in company's strategy formulation.
  • To keep communication lines open between the HRD function and individuals and groups both within and outside the organization.
  • To diagnose problems and to determine appropriate solution particularly in the human resources areas
  • To identify and evolve HRD strategies in consonance with overall business strategy.


The human resources of an organisation represent one of its largest investment. The objectives of HRM include getting the organisation right, providing effective motivation and leadership, obtaining and developing the right people, paying and treating them fairly, and getting them involved in working productively. The attainment of these objectives necessitates the performance of several functions. The main HRM systems are: (1) appraisal system; (2) career system; (3) training system; (4) work system; (5) cultural system; and (6) self-renewal system. All systems and sub-systems of HRM must be incorporated in the organisation while setting the goals and objectives. This will also integrate the purposes and processes and make HRM more meaningful. Human resources functions are many and varied and include such things as human resource planning, recruiting, selecting, training, counselling employees, compensation management, and employer-employee relations. In small organisations, most human resource functions are performed by owners or operating managers. Large organisations usually have a human resource or personnel department that is responsible for co-ordinating and directing the human resource functions. Successful human resource management is essential to organisational growth and success. In the light of new challenges, there are indications that human resource people will play an increasingly important role in an organisation's long-range planning and policy making activities.