1

1. 2.

1. 2. 3. 4.

1. 2. 3. 4.

1. 2. 1. 1.

ASSIGNMENT COVER SHEET Surname First Name/s Student Number Subject Assignment Number Tutors Name Examination Venue Date Submitted Submission ( ) Postal Address P.O BOX 50477,MUSGRAVE 4062,DURBAN. MANCOSA Campus, Aliwal street,Durban, South Africa. 2nd April, 2010 First Submission Re-submission LASEINDE ABISOLA ABODUNDE 113681 HUMAN RESOURCE MANAGEMENT,Durban (MBA Year 1) 1

E-mail Contact Numbers

bisso4rea06@yahoo.com, davidreplica@gmail.com (Work) 0312017322 5 (Home)

0780273718 Course/Intake MBA Year 1 January 2010

(Cell)

Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.

Signature:

A.A laseinde

Date:2nd april,2010

TABLE OF CONTENTS
TITLE CONTENTS PAGE INTRODUCTION 2 QUESTION 1.1 Linking HRM and company business objectives 2-3 Strategy formulation, Strategy implementation and Strategy evaluation. QUESTION 1.2 work that motivates and satisfies employees. 3-4 QUESTION 1.3 Linking customer service, quality and 4-6 productivity QUESTION 2.1 HR requirement in an organization (The process 7-10 of planning recruitment and selection.) QUESTION 2.2 Training and developing the employee 11-13 QUESTION 3.1 Performance management measurement at dell 13-15 QUESTION 3.2 Assessing and developing employee for future 15-16 roles. QUESTION 4 Implementing effective compensation system BIBLIOGRAPHY 16-19 20-22

QUESTION How the Human Resource environment at Dell is 1.1 Linking HRM practices to the company business objectives INTRODUCTION:

1 managed.

It deals with linking the human resource environment at dell with the companys business objectives and how dell motivates its employees and also process used in selecting and training their employees, the last question focuses on compensation and its benefit. Dell South Africa established itself as one of the leading vendors in the world in the 90s. From the case study we can infer that dell has a highly efficient HR Department with a managing director at the head. The level of integration between the HRM function and the strategic management function is a type Two-way linkage, because the HR function is informed of various strategies which are being considered ,but might not be fully involved in strategic plan of such programme (Noe et al ,2008:73). Another component of dell HR strategy is succession planning. (Noe et al, 2008:555 )describes succession planning as a balance for employees need in the organization by ensuring suitable supply of successors across current and senior position arising from business strategy. In linking HRM practice to the companys business objective at dell, we will consider the following: MISSION: a company mission is the reason for it being. In strategy formulation, the mission statement set the mood of where the company should go. OBJECTIVE: Are concrete goals that organization seeks to reach; they should be challengeable but achievable. SITUATION ANALYSIS: This involves analyzing of the internal and external environment of the work place. The external environment has 2 aspects. The macro environment and the micro environment. The macro environment

analysis include a political, economic, social and technological analysis. [PEST analysis].Michael Porter devised a 5 force framework that is useful for industry analysis which include barrier to entry ,customers(which dell has considered as well),suppliers ( dell build its system to customer specification),substitute products and rivalry among competing firms INTERNAL ANALYSIS: considers situation within the firm itself, such as companys culture. Company image, organizational structure, market shares. (dell also enjoys double digit growth rate in local PC market)in strategy formulation, Michael porter, identified cost leadership, differentiation and focus as three generic strategies that should be considered. He further argued that only one of the generic alternatives should be pursued. STRATEGIC IMPLEMENTATION. It involves translation of detailed policies into action that can be understood at the functional level of the organization. It should be translated into specific policies such for functional areas, such as marketing, procurement, human resources etc. STRATEGIC CONTROL After the strategic implementation, then results of strategy should be measured and evaluated and changes made as required to keep the plan on track. Incorporating all these dell as an organization will then be able to have the competitive advantage. 1.2 Designing work that motivates and satisfies the employees as well as Wikipedia, the free encyclopedia describes motivation as the activation or energization of goal oriented behaviour. It can be intrinsic or extrinsic. Intrinsic Motivation: This occurs when people are internally motivated to do something because it either brings them pleasure. Extrinsic Motivation: This occurs when a person is compelled to act in a certain way because of factors external to him or her like money, etc.

The case study describes the profile of a typical dell employee as a driven professional who thrives in an environment where pressures and rewards are both high. In relating this to the Incentive theory of motivation... A reward when presented after occurrence of an action will elicit a person to perform the same action again. if such an action is rewarded immediately ,the effect is greater as the duration decreases ,the effect is lesser. Another way the human resource environment at dell motivates it employees is by meeting the managing director and discussing their views and concerns as well as making suggestions.Maslow needs theory states that people will continuously want things ,as soon as one need is satisfied, another need takes it place. Therefore people need can never be fully satisfied.(nel et al,2008:337).In his self actualization theory, when people needs are met ,then can then apply their skills to the best of their ability. self actualization needs now become uppermost. Social needs may be satisfied to a large extent in the work situation, but it can be difficult to develop a strategy that will translate these needs into an incentive for improved individual performance. The work people do, and their work environment may be designed in a way that increases employee interaction., the disadvantage is the excessive socialization may lead to a negative effect on employees work output.(Nel et al 2008:338). In conclusion, workers in an organization need something to keep them motivated, if this is absent, then employees quality of work will deteriorate .Motivation is the key factor that keep an employee working at his or her best. 1.3 Maximizing customer service, quality and productivity. Wikipedia .org defines customer service as the provision of services to customer before during and after a purchase. Element of dell philosophy include establishing good customer relationship and providing a superior customer experience for their clients. Meeting customer expectation of service is a very important aspect of any organization function.

Steve.k and Sarah .C. (1995:23-28) in their article link the HR dept to customer service delivery. The human resource dept have a key role to play in the development and delivery of customer service strategy. Their unique contribution is their ability to keep a finger on the pulse of their organization and to understand what will work and what will not and to be a valuable part of information flow to ensure things are working the way they should. Increasingly,HR professionals take on the role of internal consultant to any organization, their role is to provide guidance and facilitate progression moving through the key stages of designing and implementing a customer service strategy. In integrating customer service with culture, we know that all organization has it own culture, that is the way things are done around here. In the case study, Dell also has an excellent culture which is codified into the soul of their organization. For customer service to become a way of life, there is need for integration into every aspect of an organization,HR professionals can shape this though the development of policies such as recruitment ,training, development ,team briefing and reward which have customer service at it core. Quality assurance: Can be said to be a behaviour inclination of an organization as a whole (organizational cultural dimension and individual employee behaviour motivation) as part of any process used to pursue Quality in the products or services of Organization.(Nel et al 2008:54).( Marilyn .m and George .l.1996:510)describes how quality and productivity can improve a firm competitive advantage. Organization must increase their quality or loose their market shares. Firms must have an understanding of the level of quality desired by consumers, also management should be aware of the exact level of quality necessary to meet or exceed the quality standard of competition. STEPS IN IMPLEMENTING GOALS OF QUALITY AND PRODUCTIVITY. 3. Top Management should be convinced of need for an overall emphasis on a manufacturing strategy for the entire organization. 4. Training and orientation of all workers in the department about new strategic orientation. Engage in team building and goal setting activities

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which will improve communication and working relations among departments. 5. General survey of customers to the products perception and priorities do change over time. 6. Company must improve the work flow and make the design of manufacturing system more flexible and effective to new products demands. 7. Continue to gather information ,after sales on user attitude and conduct a customer service audit where they compare the company service to its competitors. 8. Encourage worker suggestion and reward good idea and productivity with positive feedback and recognition. In conclusion as employees get involved in quality and productivity, their satisfaction will increase. Customer survey will also show a company the level of satisfaction of their customer. Question 2 The process involved in the acquisition and preparation of potential employees at dell. 2.1 identifying HR requirements-HR planning, recruiting employees and selecting employees. INTRODUCTION The process used in planning, recruiting and selecting employees will be evaluated .The advantages and disadvantages mentioned . In identifying the HR requirement ,we will examine how the HR dept plans and recruits. Planning is the process of anticipating and providing for the movement of people into ,within and out of an organization.(Snell and Bohlander 2007:48) . Workforce planning is therefore an integrated and holistic resourcing planning be sure that they are offering the products and benefits the customers seek. Customers

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process that ensures that the right people are in the right roles to meet the current organizational profit plan.(Nel et al 2008:216).It involves the vision ,mission, goals, and objectives of both HR and the organization being implemented in an organization. Human resource planning is important because, it allows for: 1. More effective and efficient use of people at work 2. Greater employee satisfaction 3. Better developed employees 4. More effective employment equity planning.(kleynhan et al,2007:69). The Process of HR Planning Phase 1: Forecasting The first activity of HR planning involves forecasting so as to determine labour demand and supply. Techniques used include sophisticated and powerful software packages that large and small companies can easily use.(Nel et al 2008:220). Phase 2: Goal setting and Strategic Planning The forecasted labour surplus and labour shortage will be used to determine measurable goals for each particular skill area or job category. The organization will then choose a strategy which will provide for the achievement of the set goals.(Noe et al, 2008:185) Phase 3: Programme implementation and Evaluation. It involves the implementation of strategy so as to achieve the goals in phase 2.It also involves evaluation of results of planning process.(Noe et al 2008:192 1. 2. 3. Actual staffing levels against forecast staffing requirement are comparison Actual levels of labour productivity against anticipated levels of productivity. Actual programme implanted against action programmes planned. Recruitment: The case study states that dell makes use of recruitment agencies as well as search and selection specialist to source its staff. It also advertises all available job internally and post them on it website. People can also approach dell directly to find out about the current oppournities. Dell uses that need to be made.

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both internal and external method to recruit. www.the free library.com (most important aspect human resource management); Recruitment is almost central to any management process and failure in recruitment can create difficulty for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. INTRENAL RECRUITMENT. Can be said to be the practice of choosing amongst the current company workers to fill a position that falls vacant over time. Methods used in internal recruitment include, internal job sheet, company notice board, and company intranet. SOURCES OF INTERNAL RECRUITMENT 1.Job advertisement circulated to present employees. 2. Personnel records to identify present employees with potentials 3. Referrals from current employees. 4.Formal employees which include those who were laid off previously or have worked seasonally.(Nel et al,2008:226) EXTERNAL RECRUITMENT: Is when a business recruits new staff from outside the business SOURCES OF EXTERNAL RECRUITMENT. 1.Advertisment (placed in Newspaper, Magazines and internet) 2.Employment Agencies 3.Campus Recruitment 4.Direct mail 5. Customer: Who are often neglected, because they are familiar with the organization and their products.(Nel et al,2008:227) The advantages and disadvantages of internal and external Recruitment. INTERNAL RECRUITMENT Advantages 5. Provides greater motivation for good performance Disadvantages 1. Creates `inbreeding and stale ideas.

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6. Provides oppournities

greater for

promotion

2. Creates political infighting and

present pressures to compete 3. Requires a strong management

employees 7. Provides better oppournities to

assess abilities development programme 8. Enables employees to perform the 4. Creates a homogenous new job with little lost time. workforce EXTERNAL RECRUITMENT Advantages Disadvantages 1. Provides new ideas and insights 1. Loss of time owning to adjustment. 2. The existing organizational hierarchy 2. Present employees cease to strive remains relatively unchanged. 3. Provides greater diversity Table 1(Nel et al table 8.4, 2008:225) E-RECRUITMENT: Is a type of online recruitment; refers to the process of recruiting via the internet(externally) and intranet(internally).(Nel et al 2008:227).Dell also makes use method in recruiting. 1. The benefits are lower advertising costs 2. Job advertisement receive local, national and international exposure. 3. Information about vacancies are accessible 24hrs a day. 4. Online communication device are used between organization and applicants {Nel et al 2008:227) SELECTION Is the process of choosing the most suitable persons out of all participants. It involves choosing the best of those recruited.(Nel et al,2008:239).The process of selecting recruit was not enumerated in the case study. I will briefly consider processes used to select below; 5. Preliminary Screening :This is the 1st step ,here individuals not qualified for the job are quickly eliminated, if the minimal requirement are not met.(Nel et al,2008:39) 6. Completion of application Form: The filled in application forms provide pertinent information about the individual and are used in job interviews 14 for promotion 3.individual may not be able to fit with the rest of the organization

and for reference check to determine the applicant suitability for employment. 7. Interview: Is one of the most widely used tool, it is used to get information from the applicant and to judge the applicant on the basis of the information.(Nel et al 2008:244) 8. Employment selection, Test: A it test is basically some a sample of of an a person behaviour.Psychological tests are being used frequently in employee where involves aspect individuals attitude,behaviour and performance. 9. Reference checking: A further selection method, it involves employees to verify an applicants current position and salary, if he or she agrees and knowing about his or her technical competencies.(Nel et al,2008:249). 10. Medical Examination: Applicants who have crossed the above stage are sent for physical examination to determine if there are existing disabilities and know the pre-employment status of the employees.(Prasad .L.2005:242-243). 11. Employment: Is the final stage in the selection process, After the selection steps have been taken, the human resource or management can then take on the decision of employment. Employment can be offered in form of an employment menitoring.The post, the rank, the salary grade, the date and other terms and conditions and other contractual agreement mentioned.(Prasad .L.2005:243).Appointment is made on probation of one or two years, where upon satisfactory performance during the period, the candidate is confirmed on the job. 2.2 TRAINING EMPLOYEES Training can be defined as the planned effort by a company to facilitate employees learning of job related compentencies.These competencies include knowledge, skills or behaviours that are critical for successful job, (Noe et al,2008:267).Companies are now investing million of dollars in training programme to gain a competitive advantage. THE TRAINING PROCESS:

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3. NEEDS ASSESSMENT: This is the 1st stage in training and will indeed identify the problems which could be poor performance, new technology or job redesign.(Noe et al,2008;271). 4. ENSURING EMPLOYEES READINESS FOR TRAINING: Employees readiness for training are evaluated through self-efficacy ,understanding of the benefits and consequences of training, awareness of training needs, careers, interest and goal.(Noe et al,2008:280) 5. CREATING A LEARNING ENVIRONMENT 6. ENSURING TRANSFER OF TRAINING: Employers should try and allow employees who go on training to apply such skills.(Noe et al 2008:286). SELECTING TRAINING METHODS. In the case study, Dell invests in ongoing online and classroom training for staff as well as on-the-job training and mentoring. In selecting training method, we must determine if it going to be employee related or programme related. As far as employee related issues are concerned ,it entails where and how employees are to be involved such as in or outside of working time. while programme related involves on-the job or off-the job training. Some of the method used in training will be briefly evaluated. Classroom Training: It involves a trainer who lectures a group of people. it may include question or answers question session, discussion and case studies to provide for participation. ADVANTAGES 2. Less expensive 3. Least time consuming 4. Large number of learners. (Noe et al,2008:291-294) On-the-job-training: Is usually used to train new recruit and to upgrade skills of experienced employees.(Noe et al,2008:294).It allows workers to learn because they actually perform the task on the job.e.g of methods used include coaching, job rotation, understudy .(Nel et al,2008:465-466) Advantage

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The learner learns at her own pace and receives feedback on learning performance On-line training: Training over the intranet or internet. It allows for learning oppournities and support via training by computers online. It could be onthe job or off-the job. Advantage 1. Ability to deliver training to, learners anywhere in the world 2. Ability to control what they learn and speed at which they progress through a programme. (Nel et al 2008:469) Mentoring: When a senior employee takes an active role in guiding role in guiding another individual we refer to this as mentoring. This is support system guided by a mentor vouches for the candidates, answers for the candidates in the highest circles within the organization, it also makes appropriate introduction and advises ,guide the candidate on how to move effectively through the system. Disadvantages 2. It has the tendencies to perpetuate the current style and practices in the organization 3. It relies on the mentor ability to be a good teacher. (David.A.,and Stephen.P.2006:124) INTERNATIONAL TRAINING: Dell employees are allowed to travel overseas to further their training. EVALUATION: This is the final phase in training. Snell and bohlander( 2007:311) include four criteria for evaluation ie,Reaction,learning,behaviour and results. While, Noe et al (2006:298) categorizes training outcomes as cognitive , skillbased, Affective outcomes and Result and return on investment. Skill-based, Affective and result outcomes measured following training can be used to determine transfer of training, i e the extent to which training has changed behavior, skills, or attitude or directly influenced objective measures related to company effectiveness.

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Question 3 Manager need to ensure that employees have the necessary skills to perform current and future jobs through continuous assessment ,development and management. With regards to this statement, how the above is accomplished at dell. Your discussion must consider the following: 3.1 Measuring employees` performance. Performance can be measured through performance appraisal and performance management.Perfomance appraisal is the process of evaluating and communicating to an employee how he or she is performing the job and establishing a plan for improvement (Iloyd.l.and Leslie. 2006:223).it should be a future oriented activity. While, Performance Management is a holistic approach and process towards the effective management of individuals and groups to ensure their shared goals as well as organizational strategic objective.(Nel et al,2008:493).Performance appraisal is a component of performance management and it is usually measured on a short term basis. The typical dell employee has a performance plan which is reviewed regularly, as well as an individual development plan that is a working documentthe company identifies top performers every year and places them on an accelerated development plan. This means that each dell employee is individually assessed and also have individual development plan which they try to improve on,any employee that is identified as being a top performer is placed on an accelerated development plan, ahead of his or her peer. This development is to aid better oriented results and serve as incentives to other employees at dell. The case study also states that the company is a meritocracy where employees are rewarded for good performance measured excellence of against a set of metrics, this indicates that dell considers talent ,intellectual achievement and performance worthier of reward than race or sex or social status.Perfomance management can be measured through different approaches, but before we discuss the types of approach used in performance management,

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the

purpose

of

performance

management

must

be

mentioned,

this

are,Strategic,Administrative and development.(Noe et al 2008:332) Strategic purpose: simply means linking employee activities to the organization goal. Administrative Purpose: it assist the organization with administrative decision Development Purpose: This seeks to improve performance and develop employees at their jobs. TYPES OF APPROACH 1. Comparative Approach 2. Attributive Approach 3. Behavioral Approach 4. Result Approach 5. Quality Approach ( Noe et al,2006:340-359) The approach used at dell can be said to be the result and quality approach, the Result approach is based on the premise that results are the one best indicator of how a subordinate performance has contributed to organizational success (noe et al,2008:351).the technique used include: a.) Management by objective(MBO) : Goal setting lies at the heart of the MBO process, it involves long range objectives that cascade through the organization department objectives and then to the individuals. (Pieter.G ,Surrette.W,Michael.R and Norbert.F:2006:275)

Goal setting

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Periodic review

MBO

Action planning

Self control Figure1: Action planning: It constitutes a road map for accomplishing their goals. Periodic reviews: This mechanism allow the MBO measure progression towards their goals. It allows employees discuss problems that they be having.(Pieter.G et al,2006:276) b.) Productivity Measurement and Evaluation System: It main goal is to motivate employees to higher productivity. 2. Quality approach: It is aimed at improving customer satisfaction; it emphasizes both internal and external customers in setting standard and measuring peformance.the disadvantage include employees being held accountable for good and bad results.(Noe et al,2008:354)

3.2 Preparing employees for future work roles: Dell recruits top performers into their by offering sound career path, as well as opportunity to develop their skills. Development is a formal education, job experiences, relationship and assessment of personality that help employee prepare for the future, it also involves learning that is not related to the employees current job.(Noe et al,2008:383) There are about three stages involved in creating a development programme. 1. The assessment phase 2. Direction phase. 3. Development phase.(Luis.R, Gomez. M, David.B, Robert.L,2003:300) 1. ASSESSMENT PHASE: It identifies employees strengths and weakness, Common self assessment tools include, career workbooks, career planning workshop. Tools used include, assessment centres,performance appraisal and 360degree feedback system, benchmarks, myers-briggs type indicator. (Noe et al,2008;394) 20

2. DIRECTION PHASE: It involves the type of career employees want and steps they must to realize their goals. methods used include Individual counseling: One-to-one session with goals of helping employees examine their career aspirations Information service: It provides career development information to employees. The most commonly provided information system are job-posting system, skill inventories , career paths and career resource centers.(Luis.G et al,2003:304307) 3. DEVELOPMENTAL PHASE: It involves taking action to create and increase skill to prepare for future job oppornities.Methods used includes mentoring, coaching, job rotation and tuition assistance. Mentoring has been explained above.(Luis et al,2003:309).Benefits of mentoring are advancement of the career of the protg by nomination for promotion or sponsorship, Counseling in both work and personnel issues, there is usually better job performance and longer service in organization who develop a protg. (Pieter.G et al,2006:402). Coaching: Is a peer or manager who works with an employee to motivate them to develop their skills, provide reinforcement and feedback. Methods used an be one-on-one sessions ie paring an employee with an expert.(Noe et al,2008:404) Job rotation: Involves assigning employees to various job so they can acquire a wider base skill.(Luis.R et al,2003:313). Tuition assistance programme: Dell as an organization can do this to support their employees education, it can range from seminars, workshop, degree programmes to continuing education programmes.(Luis et al,2003:313). The methods mentioned above can help the employees at dell to be prepared for their future work roles. QUESTION 4: Dell is considered as an employer of choice because of its highly effective compensation system. How can effective compensation system lead to employee satisfaction or dissatisfaction, if they believe pay and benefits are unfairly distributed.

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Compensation refers not only to extrinsic rewards such as salary and benefits, but also intrinsic rewards such as achieving personnel autonomy and more challenging job opportunity . It also refers to all forms of financial returns and tangible services and benefit employee receive as part of an employment relationship.(Grobler et al, 2006:351). The table below shows the objective of a good compensation system and how it can be achieved. Compensation objectives 1. Attract good employees 2.Retain good employees 3. Motivate employees 4.Comply with the law Obtained by Wage survey to determine the ongoing rate in the labour market. Job evaluation system. Wage survey to determine the ongoing rate in the labour market Employees perceive as equitable Reward good performance Documentation of HR records.

Government legislation. Table 2.(Adapted from Pieter Grobler et al,2006:351) figure11.2. OBJECTIVE OF A GOOD COMPENSATION SYSTEM. Boarse cited in Nel et al,2008:282 that the achievement of these objective is influenced by several external forces. 1. labour market forces. 2. Collective bargaining 3. Government legislation 4. Top management philosophy regarding payment and benefits 5. Top management willingness to recognize individual ability and efforts. The case study mentions that dell pays market related salaries, this indicates that there is some level of comparison with the wages other PC company ,this also indicate EQUITY. The equity theory argues that a person compares her own ratio of perceived outcomes ( e.g pay, benefits, working condition) to perceived inputs (e.g efforts, ability, experience )to the ratio of comparison with others. If equity is perceived ,no change will occur in the employees behaviors, attitude and vice versa. (Noe et al 2008:487) 22

Effective job compensation can lead to employee satisfaction, if employers follow certain step in determining the value of job done within their organization, These include a. Conduct job analysis b. Identify compensable factors c. Develop job hierarchy d. Construct Job grades e. Carry out compensation survey. f. Establish final pay policy. (Nel et al,2008:288) a.) Conduct job analysis- The process of describing and recording the purpose, task, and characteristic of job in a given organization setting to determine match for individual skill, knowledge and need.(Nel et al,2008:289) d.) Constructing Job grades: All the job in a given grade are seen to be essentially the same ,they are paid relative to each other and to the other job in the organization.(Nel et al ,2008:291). f.) Establishing final pay policy- Company must decide whether to take the lead, lag behind or pay he same as other industry players.(Nel et al,2008:291). INCENTIVE PAY SYSTEM : It is geared towards measurable performance results like cost savings, sales MERIT PAY SYSTEM: Links pay to performance by basing, employee annual increase on performance appraisal. It has the dissatisfaction of discouraging team work and difficulty in attracting suitably qualified employees. (Noe et al,2008:530) PROFIT SHARING : Involves all or certain group of employees sharing in a non-deferred pool created by percentage of the profit. The dissatisfaction is that employees fail to see the relationship between work performed and organization profits.(Nel et al,2008:295) GAIN SHARING- Is usually tied to achievement of very specific goals for productivity, quality improvement, and cost effectiveness. It can lead to

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dissatisfaction because one might not be able to determine the role employees had in achieving these goals. GROUP INCENTIVE AND TEAM AWARDS: It involves rewarding employee at level of the group.The satisfaction is that competition between individual is reduced ,while creating dissatisfaction by replacing it with competition from outside team.(Nel et al,2008:295) Dell can satisfy its employee by introducing a mix of these compensation programme to meet the needs its employee, the Balanced Score Card approach should be used, it enables companies to track financial results while monitoring progress in building capabilities and acquiring intangible assets for future growth.(Noe et al,2008:543). In conclusion, to ensure the effectiveness of compensation system, emphasizes used be made on : 1.) Organization should take note of the fact that not only incentive pay plans impacts on productivity and performance but also on the manner in which employees are treated. 2.) Effective communication should take place to ensure that employees understand the incentive the incentive based compensation system 3.) Employees should participate in decision relating to incentive compensation system. (Noe et al,2008:546-548). CONCLUSION: Dell is a leading PC organization that integrates its human resource environment with the company business objectives.

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BIBLIOGRAPHY. David,A., Stephen, P.,(2003) Human Resource management.7th edition. Singapore :john wiley and sons Graham,H (1998) Human resource management.9th edition. London: Prentice hall. Gupta,c.(2006) Human resource management. Revised edition. New Delhi: Sultan chand and sons. Iloyd.l and Leslie.W.(2006) Human resource management.8th edition. New York: McGraw-hills international edition. Luis,R.,Gomez-mejia.,David,B.,Robert,L.(2003) resources.3rd edition. New Delhi: Prentice hall. Marilyn.M., productivity Helms.,George.L.,(1996) for competitive Prospective on quality and 5Managing human

advantage.[on-line].Vol.18,No.3,pp

10.Available from Emerald online library.[Assessed 22nd march 2010) Nel,P.S., Werner,A., Haasbreok,G.D.,Poisat,P.,Sono,T.and 7TH Edition Cape

Schultz,H.B(2008) Human Resource Management. town:Oxford University press Southern Africa. Noe,R.A.,Hollenbeck,J.R.,Gehrart,B. Mcgraw-Hill. and

Wright,P.M.(2008)
th

Human edition.

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Pieter .G.,Surette.W., Michael.R.,Norbert. F.,Robert. D. (2006) Human Resource Management 3rd edition: London.Thomson.

Snell,S.&bohlander,G.(2007) Mason:Thomson

Human

Resource

Management.

25

Steve.k.,and Sarah.C.(1995).The implication of customer service initiative for human resource professionals. Training for Quality [on-line].Vol.3 No.1.Available from Emerald on-line library. [Assessed 19th march 2010]

www.wikipedia.org (free encyclopedia).Assessed on the 15th of march 2010.

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