strategy2act.com/solutions/hr_metrics.htm).
Secondly, job satisfaction seems to be essential to Indian employees. Therefore, this can be measured with the help of a training and development metric comprising: learning opportunities (the percentage of those who are content with the learning opportunities in the organization), on-the-job learning possibilities (the percentage of the staff being satisfied with the on-the-job learning), the chance to use skills (the percentage of those employees who apply their knowledge and abilities), taking part in meaningful work (the percentage of those who consider that they are engaged in activities that effectively contribute to the organization's laudable performance) (Belani, 2006).
For the two measurements above, the company could use the method of the balanced scorecard. This implies listing the characteristics measured and establishing the weight and the performance of each, at the same time. The latter items can be inferred by administrating two questionnaires in which the employees are asked to state the importance...
As a result, the company will take the proper actions and will remeasure the respective features after a certain period in order to check if the inadvertencies earlier discovered have been removed.
Bibliography
Belani, a. (2006). What Indian employees want. On the Internet at: www.domain-b.com/management/hrd/20060328_employees.htm. Retrieved June 5.
Gidlow, H., Urquhart, R. (2004).Creating a Human Resource measurement framework that works. On the Internet at: www.workinfo.com/free/downloads/56.htm. Retrieved June 5.
Hofstede, G. (2003). Cultural Dimensions. On the Internet at http://www.geert-hofstede.com/hofstede_india.shtml. Retrieved June 5, 2007.
HR metrics (2007). On the Internet at http://www.strategy2act.com/solutions/hr_metrics.htm. Retrieved June 5, 2007.
