Trainees Orgnization


Design an effective Training  programme for the target trainees of this Organization. 


Strategic human resource management (SHRM) is the style of managing the employees of the business organizations to achieve the long term advantages of the HRM style. Different types of activities such as recruitment and selection, training, motivation are various parts of the strategic human resource management practices. In this paper, the strategic human resource practice has been analyzed by considering the banking industry. Currently the workforce working in the modern business organizations are known as the Gen Y employees. These employees have access of the updated technology and want to conduct the workplaces activities in an easier way through the use of innovative technologies (Bratton and Gold 2012). The Gen Y employees like to live their life with the help of the technical tools and they even don’t want to know how things worked in past. The management of the Gen Y employees is quite different from the older management styles. The management of the business organizations required to adopt high use of the technology and should train about the technical use. The motivational strategy has a high level of influence on the management of the Gen Y employees. In order to establish the employee engagement where the employees belong to the Gen Y group, the business organizations should adopt some strategic management style. The different types of theories related to the Gen Y employees and the way of employee engagement has been analyzed in this report through literature review and analysis of the current banking industry practices (Hendry 2012).

Generation Y employees are also known as the Millennial generation employees. These people are born in the age of technology and are highly attached to technical equipments such as internet, computer and video game. The birth years of the generation Y employees are between the year of 1970 and 2000. According to Jiang et al. (2012), the numbers of the Gen Y employees are almost 80 million individuals. This workforce can be treated as the youngest workforce and many of the Gen Y employees are at the starting position of their career. These people started their journey of life with the help of internet and other technical facilities. These people grown up with great care form their parents and with an inflated self-esteem and a sense of belief that they can do anything. They are optimistic and have high expectations from themselves and other employees. Gen Y employees always look for meaningful and challenging tasks in their workplaces. They are able to take more responsibilities than the previous generation employees i.e., the Gen X employees. In the workplaces, the Gen Y employees are looking for flexibilities in terms of time and place of working. Structured time schedule of the work is very attractive for the employees. Work-life balance is highly important to these employees. Besides the work-life balance, the employees also want a relaxed environment in their workplaces (Buller and McEvoy 2012). 

The Gen Y employees are always looking for the reason behind the works they are doing in their workplaces. This phenomenon requires proper justifications for each of the activities they have to perform in their workplaces. The priority of the ethical considerations among the Gen Y employees is also very high. Lack of proper justification can demotivate these employees. They like to find the best possible solution for the workplace problems with the use of critical thinking and use of innovative technologies. High level of innovation can be expected from the Gen Y employees for solving critical problems and workplace activities (Jackson et al. 2011). The workplace environment with lots of advanced technical facilities is very attractive to the Gen Y employees. There is a myth about the working style of the Gen Y employees that they are lazy in their work, but this is not true. The employees are not lazy. They just try to perform their tasks in an easier way by making effective use of innovative thinking and advanced technology. They do not want to perform activities in difficult way as they believe it can be done easily in some other alternative ways (Jiang et al. 2012). 

Employee Engagement (EE):

Flamholtz (2012) mentioned that employee engagement is the key to get the success in the business by achieving the sustainable competitive advantages.  Employee engagement refers to the commitment of the employees towards the employer organization and the willingness of working in their workplace. The concept of EE is associated with the emotional and intellectual energy in the workforce of the business organizations. Marler (2012), mentions that employee engagement has become one of the most important activities of the human resources management in the modern business organizations. It often refers to the activities of the strategic human resource management. Important factors which affecting this are the workplace safety environment, job satisfaction, employee motivation and training. Training is vital factor for enhancing employee engagement in the workplaces of business organizations. Training ensures proper understanding of the job responsibilities and individual workplace activities which further results in the job satisfaction of the employees and leads to employee engagement. 

According to Festing (2012), greater employee engagement ensures that the employees will deliver excellent performance in their workplaces rather than ordinary performance just for completing the assigned jobs to them. The modern business organizations are trying to increase such engagement for increasing the overall business performance of their organizations. This enables higher production with greater quality by the willful participation of the employees in the workplace activities. 

The model of employee engagement is associated with the teamwork, work-life balance, workplace environment and job satisfaction. These are the primary factors of  employee engagement. After fulfilling the basic needs regarding these factors, the employee engagement should be increased within the workplaces. These factors have a major influence on the engagement culture, social cohesion of the employees, attraction, and retention and turnover factors of the employees (Hendry 2012). The combined effects of the all the factors mentioned in this employee engagement model builds the employee enjoyment towards the employer organizations. 

 Employee engagement and its different factors are associated with the psychological behavior of the employees. This is about the expectations of both the employers and the employees and the relations between them. In psychology, set refers to the group of expectations that have a major influence on the people’s sensitiveness against the specific needs (Pervin, 2015). The expectations can be both long term and short term. In the context of the human resource management, the employees have a set of expectations that needed to be fulfilled by the employer organization (Truss et al., 2012). Sets can be used as motivational factors in the workplaces. The motivational theories like Maslow’s hierarchy of needs, Herzberg’s hygienic factors also stated about the different types of needs of the employees which are responsible for motivating the workforce at their workplaces. According to the set theory of psychology, perception can be shaped by “top-down” processes like expectations and drivers. The two factors are the expectations of the employees and the individual response of the employees against the workplace or employer organizations based on the expectations factors (Hendry 2012). 

In the area of the employee engagement, the sets can be created by motivational factors and interpreting ambiguous situations. The sets will help to identify the level of attachment of the employees to the employer organizations and how the factors of the motivation or expectations affecting the employer-employee relationship or the employee engagement (Hewitt 2012). Applying the set philosophy in the area of the strategic human resource management of the employees may help the business organizations to link the different types of behavioral aspects that have the major influence in the development of the employee engagement. 

Standard employee engagement activities are associated with two major issues; irrelevance and inflexibility. The real life employee engagement with respect to the Gen Y employees can be improved by following the below described activities. 

Adapt: In this context, the employers should understand the needs of the employees. The Gen Y employees are highly conscious about their requirements and the base of the engagement factors of these employees is fully dependent on the fulfillment of the requirements of the employees. In order to understand the employee needs, the employer organizations should conduct surveys among the employees regarding the different types of needs in the workplaces. Same type of requirements cannot be applied in all types of organizations (Andrew and Sofian 2012). The requirements are dependent on the activities performed by the employees within the organization. Especially the requirements regarding the technical facilities are highly dependent on the type of jobs performed by the employees in their workplaces. These requirements should be adopted by the employer organizations for improving the engagement of the Gen Y employees in the organization (Truss, Mankin and Kelliher 2012). 

Active participation in the works: Gen Y employees are ready to work more, but they need to be properly recognized by the employers. Therefore, it is important that the employer organization should properly recognize the employees who are working better in their workplaces. In this context, the measurement of the efficiency of the workers is very important. They should investigate different types of activities performed by the employees in different sections of the concerned business organization (Mirvis 2012). In this purpose also, the business organizations need to use the technology for analyzing the performance of the Gen Y employees. The key performance indicators for the employees should be: customer ratings, productivity, profitability, safety incidents, absenteeism, turnover and quality of the works (Abraham 2012). 

The set theory of psychology can be applied for improving employee engagement. The sets should be the individual needs of the employees and the outcomes of the employees’ behavior against the employer organization or the workplaces activities (Mirvis 2012). The different types of needs of the employees will be understood by surveying them regarding the perception and requirements. Then the management of the organizations should develop a team which will investigate different types of reactions of the employees in different times regarding different types of works or individual incidents in the workplaces (Adler 2013). Each of the reaction will be recorded and then these will be incorporated within the human resource management strategy for enhancing the employees’ engagement to the business organization. 

Employee engagement is very vital for the banking sector because the business is totally dependent on the customer satisfaction. The banking industry is full of competition and for achieving the competitive advantages; they need to provide the best customer services for which the engagement of the employees is highly required. 


It has been found that employee engagement is one of the most important factors of the human resource management. The employees of the organizations are the baseline of the organizational success. Therefore, the business organizations should focus on the area of human resource development by enhancing the relationship with the employees. In this way, the business organizations may able to increase the productivity and quality of the services. Generation Y employees are highly attached with the technical facilities. Therefore, the strategic human resource management for increasing the employee engagement of the Gen Y employees should be developed by focusing on the technical use in the workplaces of the business organizations. The employee engagement factors are associated with the psychological behavior of the employees. Therefore, the management of the business organizations should understand the mental or psychological needs of the employees. The set theory of psychology is a useful theory which can be applied for developing the SHRM practices for increasing the employee engagement. 


In the banking sector, the SHRM practices the below described five points are needed to be considered for improving employee engagement. The RHB bank in Malaysia is a popular bank which is giving different types of banking services to the customers like online net banking, loan facilities etc. in this context, the customer satisfaction is very vital for the bank. Therefore they should focus on the development of the SHRM strategy by enhancing the employee engagement for providing willful performance of the employees. 

1. Select the right employees for the engagement survey: In order to conduct the survey, the management should choose right employees i.e., who are able to give proper answers to the questions. New employees may not be able to give proper feedback for the improvement of the HRM system. RHB should focus on the employees who are working in the frontline services. 

2. Focus on both the local and organizational level engagement: The engagement with the co-workers and the upper level management both needs to be considered for the employee engagement. 

3. Choose the right managers: The managers who will be responsible for the employee engagement management should be conscious about the success of the organization and the well-being of the employees. The managers should understand the perceptions of the employees by working within the employees. 

4. Train the managers for accountability for the employee management: The managers should participate in a training program for understanding different factors of employee engagement. 

5. Define the goals for the employee engagement: In order to bring life in the organizational structure, the employee engagement program should focus on some specific objectives.


Abraham, S., 2012. Job satisfaction as an antecedent to employee engagement. SIES Journal of Management, 8(2), p.27.

Adler, A., 2013. The practice and theory of individual psychology (Vol. 133). Routledge.

Andrew, O.C. and Sofian, S., 2012. Individual factors and work outcomes of employee engagement. Procedia-Social and Behavioral Sciences, 40, pp.498-508.

Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.

Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.

Festing, M., 2012. Strategic human resource management in Germany: evidence of convergence to the US model, the European model, or a distinctive national model?. The Academy of Management Perspectives,26(2), pp.37-54.

Flamholtz, E.G., 2012. Human resource accounting: Advances in concepts, methods and applications. Springer Science & Business Media.

Hendry, C., 2012. Human resource management. Routledge.

Hendry, C., 2012. Human resource management. Routledge.

Hewitt, A., 2012. 2012 Trends in global employee engagement. Aon Corporation. Retrieved August, 11, p.2013.

Jackson, S., Schuler, R. and Werner, S., 2011. Managing human resources. Cengage Learning.

Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal,55(6), pp.1264-1294.

Marler, J.H., 2012. Strategic human resource management in context: a historical and global perspective. The Academy of Management Perspectives, 26(2), pp.6-11.

Mirvis, P., 2012. Employee engagement and CSR. California Management Review, 54(4), pp.93-117.

Pervin, L.A. ed., 2015. Goal concepts in personality and social psychology(Vol. 23). Psychology Press.

Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource management. Oxford University Press.

Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource management. Oxford University Press. is
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