Human Resource Management Practices In Al Ain City Municipality

HRM Practices within Al Ain Municipality

Discuss about the Human Resource Management for Al Ain City Municipality.

The aim of the report is to carry out an audit of the Human Resource Management practices within Al Ain Municipality. An evaluation of the functional areas of operation of this Governmental Institution will be done. Based on the findings, the strengths and weaknesses of the operation of the institution will be highlighted and recommendations will be made for betterment of their services.

 Al Ain City Municipality is the government institution directed to serve Al Ain City and its neighboring areas. The Municipality department was established in 1967, this institution was designed to control and regulate the city’s affair (Alain-municipality 2016). ‘A Distinctive Municipality and a sustainable Development for the Oasis city’ is the vision on the institution. The Mission of this governmental institution is to offer differentiated municipal services by using competent human capital and better technological infrastructure to serve people while maintaining its unique characteristics and authenticity (Alain-municipality 2016).

The Human Resource system within the municipality of is mainly responsible for taking care of the roles and responsibilities of employees and the related affairs of the employees working for Al Ain Municipality. Administrative function is the pivotal responsibility of the HR department. Among the other jobs, the main responsibilities include recruitment of employees and training them adequately to meet the demand of the government institution (Budhwar and Mellahi 2016). In addition to this, recording the performance record and looking after the employee self-satisfaction also falls under the major roles of the Human Resource department within Al Ain Municipality.

Human resource management practices in Al Ain Municipality consist of the following major operations:

1. Managing employment data
2. Detailed data of performance evaluation

• Managing performance evaluation data

1. Data related to vacancies and jobs
2. Detailed information of training data
3. Budget data (Alain-municipality 2016)

It has been found that apart from the above mentioned practices keeping a detailed record of the salaries and allowances that are given to the employees are calculated along with a detailed record of absenteeism, vacation usage and employee turnover analysis.

It has been observed that the Municipality practices a number of Human resource strategies to increase the efficiency at the work. The major role played by the HR is focused towards training and performance appraisal of the employees in order to bring out the best from them. A number of HR policies practiced at Al Ain Municipality can be pointed out here:

It has been observed that new joiners are given training to make them pro towards their own job responsibilities. As commented by Afiouni et al. (2014), training is the major activity that helps people to learn about the current profile of the job and make themselves capable of improving their performance to match the demand of the work. It has better possibilities of improving the working performance of the particular organization. Employees who do not belong to the particular region often have to face with difficult situations at the time of doing their work due to lack of proper training.

Analysis of Strengths & Weaknesses of the HRM practice Training support better opportunities of improving the performance of the employees, at the same time the process becomes expensive and increases the budget of the organization. It has been observed that the Al Ain Municipality is a government institution and adding more expenses will lead to increase in the overall budget of the institution. Therefore, it has been found that proper training is not given to the employees. This has failed to accomplish the job accurately and can be considered as a major drawback of the Human Resource management of the institution.

Analysis of the HRM Practices

For motivating the employees at the Al Ain Municipality, the organization follows appraisal schemes. The employees are given proper appraisal of their work in terms of compensation. However, reading Farouk et al. (2016), it has been observed that there are certain factors as well that are not designed appropriately to motivate the employees to a large extent. Loyal employees who remained with the functional activities of the Municipality are found to gained good position in the institution at a later In addition to this, it has also been observed that the institution is also comprised of employees from various cultural backgrounds. In the age of globalization, a mixed culture is often seen at many organizations and the HRM policies in these organizations are designed to match the expectations of the increasing cross cultural impact (Vassilopoulou et al. 2015). One of the major advantages that are gained at the workplace is that the employees are found to come up with innovative ideas that add to the betterment of the complete working procedure (Abudhabi.ae 2016). On the other hand, if the case of a municipality is considered, it can be said that often at the time of dealing with people, employees from different backgrounds help to cope up with the situation and creates a better way of carrying out the work.

Analysis of Strengths & Weaknesses of the HRM practice The authority at the high level are responsible for making major decisions and the employees are directed the jobs and the roles that they have to perform to achieve the desired goals. This way, a systematic means of decision is made and there remained better possibilities of the success of the plan. However, the employees are not given the opportunities to participate in the major decision making factors. As a result the institution might loss certain opportunities that would have been gained if the employees were free to participate in the decision making.

In order to achieve betterment in the HRM practices under the Municipality operations, a number of recommendations can be made. It has been observed that the employees lack certain level of motivation in the institution. This is mainly due to the unique culture of working that the institution follows. It has to be understood that there is an advent of cross cultural impact in the working of the municipality. Therefore, focusing on the cross cultural impact of the work place is indeed important. A number of strategies can be undertaken by the organization to achieve its mission and at the same time create a favorable climate at the workplace.

Providing adequate training to the employees:
Specific	Not only the new joiners but the existing employees should be given training on a regular basis because the work practices changes with changes in various situations. Therefore, the workers should be trained enough to overcome the challenges faced by them at any point of time.
Measurable	The approach is measurable when the efficiency of the work will be noticed and the employees would find it easier to deal with various challenging situation.
Achievable	The aim can be easily achievable in case a proper training schedule and guide is designed and the same is followed to train the employees.
Relevant	Training practices is much relevantly followed by every organization and thus, this plan can be used efficiently.
Timely	A training period of 30-45 days can be enough for achieving the said objective.

Better motivational factors to be used:
Specific	The municipality has to come up with better motivational factors like engaging employees in decision making activities or making career planning. The employees should feel comfortable and valued at the work place. If this is given to them, they can be responsible for giving out better outcomes at the work place.
Measurable	The activity and the success of the factors can be measured by analyzing the outcome of the work activities.
Achievable	The aim is achievable by giving opportunities to the employees at the time of deciding on a particular project.
Relevant	This factor is used by major organizations and involves employees to come up with better and innovative ideas that ultimately add to the benefits of the work culture of the particular organization.
Timely	With timely practices and making the involvement of the employees in major decision the objective is timely enough to be taken into consideration.

Conclusion:

A detailed analysis of the Human Resources management practices carried on at the Al Ain Municipality has been done. A detailed analysis of the HRM practices has been carried on. It has been found that the Human Resource body of the government institution is responsible for taking care of the small region. The employees working for this institution do not get adequate training and there is a lack of good corporate culture as well. Therefore it falls under the responsibility of the HRM to come up with better plans to improve the organizational practices and contribute towards improving the working of the employees. The proposed recommendations might be of great help for the Municipality to improve their activities.

Reference List:

Abudhabi.ae 2016 Abudhabi e-government Available at:  https://www.abudhabi.ae/portal/public/en/homepage?_adf.ctrl-state=4sv2306td_4&_afrLoop=15 993394523790256 #! [Accessed on: 24-12-2016]

Afiouni, F., Ruël, H. and Schuler, R., 2014. HRM in the Middle East: toward a greater understanding. The International Journal of Human Resource Management, 25(2), pp.133-143.

Ahuja, D., 2015. Green HRM: Management of people through commitment towards environmental sustainability. International Journal of Research in Finance and Marketing, 5(7), pp.50-54.

Alain-municipality 2016, Human Resources Information System (HRIS) Available at: https://alain-municipality.blogspot.in/2011/05/human-resources-information-system-hris.html [Accessed on: 24-12-2016]

Alain-municipality 2016, Introduction to GIS (Geographic Information Systems) Available at: https://alain-municipality.blogspot.in/ [Accessed on: 24-12-2016]

Budhwar, P.S. and Mellahi, K., 2016. 1. The Middle East context: an introduction. Handbook of Human Resource Management in the Middle East, p.1.

Farouk, S., Abu Elanain, H.M., Obeidat, S.M. and Al-Nahyan, M., 2016. HRM Practices and Organizational Performance in the UAE Banking Sector: the Mediating Role of Organizational Innovation. International Journal of Productivity and Performance Management, 65(6).

Municipalgateway.abudhabi.ae 2016,  Al Ain City Municipality Available a: thttps://municipalgateway.abudhabi.ae/en/AM/About/Pages/AboutUs.aspx [Accessed on: 24-12-2016]

Vassilopoulou, J., Tatli, A., Ozbilgin, M., Pinnington, A.H. and Alshamsi, A.M., 2015. Identifying Effective Talent Management Policies and Practices in the United Arab Emirates (UAE). Comparative Political and Economic Perspectives on the MENA Region, p.292.