From Policy to Practice: Implementing High-Performance HRM at Gaotek Inc.

From Policy to Practice: Implementing High-Performance HRM at Gaotek Inc.

Tapan Kumar Biswas, Md. Mostafa Kamal, Jumman Sani, Md. Hyder Faruque, Munir Ahmed, Ramani Ranjan Sikder

Business Administration, University of Development Alternative (UODA), Dhaka, Bangladesh

DOI: https://dx.doi.org/10.47772/IJRISS.2025.906000107

Received: 18 May 2025; Accepted: 02 June 2025; Published: 02 July 2025

ABSTRACT

The practical application of high-performance human resource management (HPHRM) techniques at the multinational technology business GAOTek Inc. is examined in this study. Based on Jeffrey Pfeffer’s seven fundamental HRM principles, the study explores the ways in which strategic HRM practices impact long-term organisational success, employee satisfaction, and productivity. The study critically examines important HRM domains, such as employment security, selective hiring, self-managed teams, performance-based compensation, training, status differences, and information sharing, using insights from an internship experience and a thorough review of secondary literature. The results show that although while GAOTek has put in place formal HR frameworks, problems with their implementation still exist, including uneven performance reviews, unequal access to training, and little employee autonomy. These weaknesses are identified in the study, and practical suggestions are made for improving communication, lowering hierarchical obstacles, bolstering HR operations, and cultivating a creative and inclusive corporate culture. Ultimately, the study offers insightful information about how multinational corporations like as GAOTek may create high-commitment work environments that are in line with strategic objectives by bridging the gap between policy and practice.

INTRODUCTION

Human resource management, or HRM, is essential to every organization’s overall performance, long-term viability, and competitive edge. Global companies like GAOTek Inc., whose operations span several nations and cultures, make good HRM even more crucial. A high-performance culture, managing a diverse workforce, and coordinating human resources with strategic objectives all depend on effective HRM function execution. The purpose of this study is to investigate how strategic HRM practices affect worker productivity, job happiness, and the organization’s long-term success. It looks into how well-organized HR procedures and policies—like hiring, performance reviews, training, and employee relations—help create a skilled and driven staff that supports the goals and vision of the business. Based on first-hand experiences from a structured internship program at GAOTek Inc., the study integrates known theoretical frameworks with empirical observation. This method enables a thorough assessment of HRM efficacy and offers insightful information on the practical application of theoretical concepts in business environments. In addition, it looks at the difficulties HR professionals encounter when putting best practices into effect and makes recommendations for improving HR operations to better serve organizational objectives in a quickly changing global business environment.

LITERATURE REVIEW

High-success Human Resource Management (HPHRM) techniques are essential for improving organizational success since they increase worker productivity, dedication, and satisfaction. According to Jeffrey Pfeffer’s (1998) model, there are seven essential HRM practices: information exchange, self-managed teams, high compensation based on performance, thorough training, employment security, selective hiring, and minimized status inequalities. Together, these behaviors help to build a highly dedicated workplace that propels business success. The benefits of HPHRM practices have been shown by empirical research in a variety of organisational scenarios. Ahmad and Allen (2015), for example, discovered that the implementation of high-performance HRM techniques in Pakistan greatly enhanced establishment performance. Similarly, Moideenkutty et al. (2011) found that in the private sector of Oman, high-involvement HRM practices had a favorable impact on organisational performance. Performance-based pay, participatory decision-making, and performance evaluation were shown to be important HRM practices that improved employee commitment and, in turn, company performance in the setting of Chinese SMEs by Zheng et al. (2006). Aligning HR policy with organisational objectives also heavily relies on the application of strategic HRM techniques. According to Waseem et al. (2021), operational performance in Pakistan’s banking sector was greatly impacted by career possibilities, training and development, remuneration and reward, recruiting and selection, and performance evaluation. The Ethiopian Electric Utility’s perceived employee performance was positively impacted by promotion, training and development, pay and incentive, and performance evaluation, according to Tesfaye (2021). Furthermore, it has been demonstrated that incorporating technology into HRM procedures improves efficacy and efficiency. Through a case study on Kazi Farms Limited in Bangladesh, Mizan (2024) showed how the implementation of ERP-driven HRM techniques reduced HR operations and enhanced performance. In a similar vein, Onik et al. (2018) suggested a block chain-based HRM and recruitment system to guarantee efficiency and transparency in HR procedures. HRM methods have a well-established role in promoting employee happiness and commitment. In Pakistan’s banking industry, Sabir et al. (2012) discovered that HRM procedures like hiring, training, job definition, career planning, and employee involvement greatly increased employee loyalty. The significance of HRM methods in improving employee engagement in private sector banks was highlighted by Ahmad et al. (2015), who supported these findings. Moreover, organisational resilience and adaptability are enhanced by strategic HRM approaches. According to Battour et al. (2021), strategic agility acted as a mediator between HRM strategies and sustainable competitive advantage. Collings et al. (2021) highlighted the necessity of adaptive and resilient HR strategies while discussing the new research opportunities and challenges in strategic HRM in light of the COVID-19 pandemic. Implementing HPHRM procedures in line with Pfeffer’s model will greatly improve long-term performance, employee happiness, and labor efficiency in the context of GAOTek Inc. Through the implementation of strategic HRM practices, GAOTek Inc. can cultivate a highly dedicated workplace that stimulates innovation and worldwide competitiveness.

METHODOLOGY

This study is based on a thorough analysis of secondary sources to assess high-performance human resource management (HRM) practices at GAOTek Inc. The use of secondary data allows for a broader understanding of the topic by incorporating pre-existing research, expert opinions, and company-specific information. To gather the necessary data, an extensive review of academic literature was conducted, focusing on peer-reviewed journal articles, books, and research papers related to HRM practices, organizational behavior, and performance management systems. Additionally, policy documents and company manuals were examined to understand the internal frameworks, guidelines, and strategies implemented at GAOTek Inc. These documents provided valuable insights into the HRM practices currently in place. Finally, credible online publications, including industry reports, white papers, and expert analyses, were consulted to obtain a comprehensive view of current trends and benchmarks in high-performance HRM. By leveraging these secondary sources, the study aims to present a well-rounded evaluation of GAOTek Inc.’s HRM practices within the broader context of industry standards and best practices.

ANALYSIS

Employment Security

Probation evaluations and structured confirmation procedures are two ways that GAOTek promotes job stability by making sure that workers are fairly evaluated during their first several months of employment. However, there are significant gaps in performance assessments’ timeliness and regularity, along with a deficiency in clearly defined feedback loops. Lack of official, regular feedback can impede employee growth and clarity regarding job requirements, which may have an impact on retention and overall job satisfaction.

Selective Hiring

GAOTek has a thorough hiring procedure that includes interviews, CV screening, internal and external sourcing, and continuous probationary supervision. Inefficiencies in candidate communication and CV filtering persist despite this methodical approach. Delays and lost chances arise from the difficulties in efficiently selecting resumes from the most qualified individuals and getting in touch with them quickly. This inefficiency may discourage top talent from applying by negatively affecting the candidate experience.

Self-Managed Teams

Although GAOTek encourages cooperation and teamwork, the business has not yet completely embraced decentralized team decision-making. Workers frequently work in a top-down environment where management gives them orders and they have little say in how decisions are made. Because employees lack the authority to take charge or make decisions on their own, this strict structure might hinder innovation and creativity, which could otherwise improve problem-solving and team cohesion.

High Compensation Contingent on Performance

GAOTek has established a strong incentive for good performance by tying pay to employee performance through frequent appraisals. Promotions and pay increases are applied inconsistently, nevertheless. Employees that do extraordinarily well sometimes don’t receive the promotion or pay that they deserve, which makes them unhappy. This discrepancy has the potential to demotivated workers and instills perceptions of unfairness.

Extensive Training

Employees at GAOTek have access to training options, which is essential for skill development and career advancement. Nevertheless, training is not implemented consistently throughout the company, with certain staff members having access to more comprehensive growth opportunities than others. Additionally, personnel in charge of evaluating employee performance, known as evaluators, frequently lack the necessary knowledge to use assessment systems efficiently. The impartiality and accuracy of performance reviews may be impacted by this lack of training, which could have long-term effects on employee morale and engagement.

Reduced Status Differences

At GAOTek, notable status disparities persist despite initiatives to lower hierarchical obstacles. For instance, officers and personnel have distinct meeting times, and the benefits offered to employees at various organisational levels vary. Employees may feel less appreciated or empowered to participate equitably across the organisation as a result of these status disparities, which can cause divisions and impede the growth of a collaborative culture. Reducing these differences in a more inclusive way might provide a stronger sense of cohesion and shared purpose.

Information Sharing

GAOTek upholds a culture of secrecy, which is crucial for protecting private customer and business data. This emphasis on privacy, however, restricts the amount of information that may be shared among departments. Although maintaining secrecy is essential for security, limiting information sharing across departments can impede cross-functional learning and create synergies that could spur innovation. Collaboration and overall organisational effectiveness may be improved by promoting more open but secure sharing of pertinent information.

FINDINGS

Employment Security

In order to guarantee career stability for its employees, GAOTek has implemented a systematic approach to employment security through the use of probation reviews and confirmation procedures. The feedback process is, however, hampered by irregularities in the regularity and timeliness of performance reviews. Employee growth and job clarity are adversely affected by unclear feedback loops because workers could not get the direction they require to advance in their positions. Employees may feel unclear about their performance and career advancement if they do not receive regular, structured feedback, which can eventually impair job satisfaction and employee retention.

Selective Hiring

Interviews, CV screening, and internal and external applicant sourcing are all part of GAOTek’s clearly defined hiring procedure.  Despite this methodical approach, the organisation struggles to filter resumes and keep in touch with prospects on time, which frequently causes delays in the hiring process.  Missed chances and a decline in the overall efficacy of recruitment activities might result from a failure to swiftly contact with qualified prospects.  Furthermore, a poor candidate experience is a result of these communication gaps, which may deter top people from applying for positions with the company.

Self-Managed Teams

Although GAOTek promotes teamwork, it has not fully embraced decentralized decision-making, leaving employees with limited autonomy and often reliant on top-down instructions. This lack of independence hinders creativity and innovation, ultimately impacting team performance and problem-solving potential.

High Compensation Contingent on Performance

GAOTek provides a strong incentive for employees to perform well by linking pay to performance. Nonetheless, inconsistent implementation of salary increases and promotions frequently results in discontent. High-achieving workers might not get the proper credit or incentives, which would make them, feel unfairly treated and less motivated.

Extensive Training

Even though GAOTek provides training options that are crucial for professional advancement and skill development, access varies within the company, creating unequal development chances. The accuracy and impartiality of evaluations are further impacted by the fact that many evaluators are not properly trained in the use of performance appraisal systems. These discrepancies in evaluation and training can have a detrimental effect on staff engagement and morale.

Reduced Status Differences

Significant discrepancies still exist inside the company, despite GAOTek’s efforts to lessen status gaps. Officers’ and employees’ separate meeting schedules exacerbate division, and disparities in benefits and treatment among employee levels erode organisational cohesiveness. These disparities impede the growth of an inclusive and genuinely collaborative workplace culture.

Information Sharing

Although GAOTek’s strict adherence to confidentiality helps safeguard private client and corporate data, it also restricts the exchange of information across departments. This limitation hinders innovation and collaboration that could improve overall organisational effectiveness by decreasing cross-functional learning and synergy.

RECOMMENDATIONS

Enhance Performance Review Systems: GAOTek should put in place a timely, consistent performance review procedure that provides frequent, helpful criticism. Clear feedback loops will promote worker development, increase lucidity, and increase workplace happiness in general.

Improve Candidate Communication: GAOTek must enhance candidate communication and optimize their CV filtering procedure in order to draw in top talent. Engaging with applicants more quickly will cut down on delays and improve the candidate experience in general.

Decentralize Decision-Making: GAOTek should encourage team-based decision-making and provide workers more freedom. This strategy would boost creativity, promote innovation, and foster a more cooperative workplace atmosphere.

Ensure Consistency in Compensation and Promotions:  Ensuring equity within the company can be achieved by standardizing the requirements for promotions and pay raises. Recognizing performance on a regular basis will boost motivation and lower discontent.

Standardize and Expand Training Opportunities: To promote professional growth, all staff members should have access to a company-wide training program. In order to guarantee accurate and equitable performance evaluations, evaluators also require the right training.

Reduce Hierarchical Barriers: By coordinating meeting times and benefits at all staff levels, GAOTek should try to reduce status disparities. Teamwork and organisational cohesion can be enhanced by a more inclusive framework.

Facilitate Cross-Departmental Information Sharing: Without sacrificing confidentiality, promoting open but safe information exchange between departments will promote cooperation, cross-functional learning, and creativity.

Foster Employee Autonomy:  Giving workers greater autonomy over their job and promoting idea exchange will boost motivation, a sense of ownership, and overall creativity in the company.

Enhance Job Clarity: All employees should be informed of their employment roles, expectations, and opportunities for advancement. Job descriptions should be updated frequently to reflect changing organisational objectives and personnel efforts.

Encourage Internal Mobility:  Employee engagement, the development of a variety of skills, and retention within the organisation will all be enhanced by encouraging job rotation and clear internal growth pathways.

Strengthen Internal Communication:  Establishing open lines of communication can help to keep staff members updated on objectives and advancements. Open communication will foster trust and alignment.

Create an Inclusive Organizational Culture: By dismantling obstacles of hierarchy and encouraging teamwork, GAOTek should promote inclusivity. Events that emphasize diversity and teamwork can help bring employees together and improve relationships at work.

CONCLUSION

At GAOTek Inc., this study emphasizes how crucial high-performance HRM strategies are to fostering organisational effectiveness. Although the organisation has made great efforts to bring its HR policies into compliance with internationally accepted norms, especially those put out by Pfeffer, a number of implementation flaws limit the potential of its employees. Important problems that impede employee growth, engagement, and innovation include inconsistent compensation methods, erratic feedback systems, and a lack of decentralization. Collaboration and creativity are further impeded by enduring hierarchical divisions and insufficient interdepartmental information exchange. A deliberate move away from conventional, top-down HR procedures and towards more responsive, egalitarian, and inclusive approaches is necessary to meet these issues. GAOTek can turn its HRM framework into a strong source of long-term competitive advantage by implementing the suggested changes, which range from improved employee autonomy and performance recognition to standardized training and open communication. In conclusion, for businesses functioning in the dynamic and globally interconnected world of today, closing the gap between HR policy and practice is not only a strategic need but also an organisational imperative.

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