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E-ISSN – 2320-0065
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Disclaimer
The responsibility of originality, authenticity, style and contents of Research Papers/
Abstracts printed in this conference proceeding of “International Conference on Ongoing
Research in Management and IT” organised by ASM group of institutes, Pune-411018,
Maharashtra, India remains with the respective Author (s) of the Paper/ Abstract. The
organising committee of the conference need not agree with the views expressed in the
articles. All the Papers/ Abstracts included in the e Journal are received
through email and are incorporated as such. “
II
From The Editor’s Desk
III
EDITORIAL BOARD
Dr. Asha Pachpande Managing Trustee and Secretary, Audyogik Shikshan Mandal
IV
CONTENTS
Sr. Title of the paper Name of the authors Page No.
No.
11 Good Income is The Initiating Factor for Good Prof. Gazala Nadap 84 to 92
Outcome in
the Performance of Employees (Private School
Staff)
13 “Examining the Best Practices in Performance Prof. Meenakshi Singh 100 to 105
Appraisal” “In Siemens” Prof: Sangeeta Solanke
15 Nokia Knocked Out from India: Shattered Prof. Shyam Narayan RAI 115 to 125
dreams of employees
(A Case Study Development)
18 To Study M-HRM (Mobile Human Resource Mrs. Swapna Anand Saoji 136 to 142
Management) Dr. Milind Pande
Practices and its Impact on Workforce
through Smart Phones in Selected
Information Technology (IT) Multinational
Corporations (MNC’S) in Pune Region
19 Human Resource Management Is The Key For Prof. Sudhir S. Sant 143 to 151
Competency Development To Meet The
Future Challenges Of The Business
22 Internship for Management Students: Ways Col Virendra Kumar T Mishra 171 to 180
to Make the Internship Effective and Ms Swapnisha Khambayat
Interesting
Approach for Intern’s Training & Development
23 A Paradigm Shift from Training to Learning- Ms. Sonal Sushil Modi 181 to 192
An Implicit characteristics of a Learning
Organization
26 Impact of Long Working Hours on Health of Ms. Sneha Alan 218 to 225
Women Employees Working in IT/BPO Sector Ms. Kajal Maheshwari
28 The Impact of Training and Development on Mrs. Sarita Goyal 231 to 238
Employees Performance Mrs. Kirti Bora
29 A Study on Employee Retention Strategies & Preeti Tilekar (Surkutwar) 239 to 250
its Effect on Job Satisfaction of the Employees Dr. Asha Pachpande
in Manufacturing Industry (Pune)
31 The Changing Face of Industrial Relations in Mr. Abhijit Khurape 260 to 266
India
32 High Erosion Rate; A Big Challenge for HR Prof. Pravin Thorat 267 to 274
Department
33 Competency Mapping: A Strategic Tool for Mrs. Vishranti Raut 275 to 280
Recruitment Mr. Saurabh Pandey
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(i) Academic resources or teacher/faculty
(ii) Administrative support
(iii) Infrastructure
(iv) Physical resources
(v) Financial resource
All input indicators have equally important role to play but one of the most important
indicator is academic resources or Teacher / Faculty.
Academic Resources:
The academic resources constitute of Teacher / Faculty, students curriculum etc. In
academic point of view faculty have different role to play. He has to carry out teaching –
learning process in class, assess student’s performance, research work, Students Guide in
research etc. Apart from academic role, they have many other roles to play. They have to
support in admission process, they have to support in admin work, they have to support in
sports activity, they have to organize so many events time to time etc. But here we have to
clear our vision that in spite of all other duties, our primary duty is teaching. In our education
system, faculty are more important quality indicator as they are genuinely responsible for
enhancement or deterioration of our quality of education system. To ensure the quality of
education the institutions must consider these points –
There is a need to attract, retain and motivate the quality and experienced faculty.
Transparency should be maintained in recruitment of faculty.
Proper salary, timely promotions, provision of professional growth and recognition
should be ensured.
As far as possible they should be utilized mainly for academic purposes only, they
should be allowed to devote more time in quality of research work.
They should be motivated and allowed to attain various training programmes i.e.
seminar / conference, workshop, FDP etc.
(B) Process Indicator:
This indicator indicates the type of environment we are providing to get the quality of
output. It is related with operational as well as management point of view. Efficient use of
technology comes under this indicator. Apart from this there are some more points essentials
for this indicator:-
Infrastructure for teaching learning process.
Access for use of library books, journals and other resources including e-resources for
both students as well as faculty.
Student’s assessment mode in terms of period i.e. monthly, quarterly, annually and type
of assessment like theory, practical, research work etc.
Administration support for both students and faculty.
(C) Output Indicator:
The output we get is what we give input. This aspect includes quality as well as quantity.
Output can be assessed by internal as well as external. These are some indicators which
ensured the quality of output indicator-
Number of pass out.
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Level of academic achievements.
The nature of skill and competencies achieved by the students.
Research standard.
Nature of institutions – community interface.
Students private and social rate of returns in education system.
Objectives of Study:
To study important performance aspects of faculty of management institutions at various
level i.e. Assistant Professor, Associate Professor, Professor and Director level.
To study impact on the overall quality improvement of the management institutions.
To study impact on students performance by improving the Innovative Quality Indicator
in Management Faculty.
Hypothesis:
To find out whether by improving the quality of faculty has any impact on student’s
performance.
Scope of Study:
This research provides focus on what management institution can do to improve
teaching quality and the quality provision of the programme.
Research Methodology:
Methodology of the study:
Various tools used to collect the primary data.
Primary data collected to examine the Innovative Quality Indicator.
Data analysed by statistical method.
Sample Size:
A total of 40 samples collected from the Faculty of 8 Management Institutes in Pune at
Professor, Associate Professor and Assistant Professor Level.
Research Tool
Questionnaire
Interview and discussion
Contact method
Observation
Data Analysis and Interpretation:
Q.1. Designation.
Respondent Assistant Prof. Associate Prof. Professor
Number 16 13 11
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With above Table and Chart we observe that 28% Professor, 32% Associate professor
and 40% Assistant professor participated in this study.
Q.2. Gender
Respondent Male Female
Number 18 22
Above chart shows that a 55% of Faculty who participated in this study are Female and
45% is Male.
Q.3. In your opinion, to what extent Senior & Experience Faculty have greater role as a
mentor to facilitate the faculty in making their task more effective.
Respondent To a Great Extent To a Large To Moderate extent To Some extent Not at all
extent
Number 16 14 6 4 0
In above table we observe Mean value = 4.05 which indicate the senior & experience
Faculty have greater role to play in improving the quality of Faculty so that their task can be
made more effective.
Q.4. Do you agree that Senior and Experience Faculty are the backbone of the
Management Institutions?
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 14 13 11 2 0
Mean value = 3.975 which indicate that Faculty are agreeing about status of senior &
experience Faculty in Management Institutions.
Q.5. In Your opinion, to what extent Training Programme for Faculty needs to be
strengthened to facilitate the Faculty in making their task more effective.
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Q.11. To what extent you agree that the quality, Problem Solving Skill could be
Innovative Quality Indicator for a Faculty.
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 22 15 3 0 0
We observe from the above table, Mean value = 4.47 which indicates respondent
agreeing that Problem Solving Skill could be Innovative Quality Indicator for a Faculty.
Q.12. To what extent you agree that the quality, Social engagement and attitude could be
Innovative Quality Indicator for a Faculty.
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 15 11 14 0 0
From the above table we observe the Mean value = 4.02, which indicates that the
respondent are agree with social engagement and attitude could be Innovative Quality
Indicator for a Faculty.
Q.13. To what extent you agree that the quality, Collaborative approach of Teaching
could be Innovative Quality Indicator for a Faculty.
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 5 11 24 0 0
From the above table we observe the Mean value = 3.52 which indicate that the
collaborative approach of Teaching could be Innovative Quality Indicator for a Faculty.
Q.14. To what extent you agree that the quality, Observe students, discover their interest
and meet their orientation could be Innovative Quality Indicator for a Faculty.
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 24 16 0 0 0
From the above table we observe the Mean Value = 4.6, which indicates that
respondents are fully agreeing with quality, Observe students, discover their interest and meet
their orientation could be Innovative Quality Indicator for a Faculty.
Q.15. Do you agree that Innovative quality of Faculty can enhance student’s
performance?
Respondent Fully agree Agree Somewhat agree Disagree Fully disagree
Number 38 2 0 0 0
From the above table we observe the Mean value = 4.95 which indicate that the
respondents are fully agree and think that Innovative Quality of Faculty can enhance student’s
performance.
Q.16. Do you think that quality of our Faculty has direct link with their quality of
teaching?
Respondent To a To a Large extent To Moderate extent To Some extent Not at all
Great
Extent
Number 11 18 11 0 0
From the above table we observe the Mean value = 4.0, which indicates that to a large
extent respondent agreeing that the quality of Faculty has direct link with their quality of
teaching.
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Q.17. Do you think that quality of our Faculty meets the global standard?
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[5] Rao, V. K. (1999), Trend in Education. Vol. III, Rajat publication Delhi, pp 925-960.
[6] Sambrani, Vinod N. (2009), Quality assurance in higher education, the role of NAAC,
University news- A weekly journal of Higher Education, AIU,47 (44), Nov. 2-8, pp 13-
18.
[7] Thorat, S. (2006), Higher Education in India, Emerging Issues Related to Access,
Inclusiveness and Quality.
[8] Venkarasubramanian, K. (1982), Issues in Education, Macmillan India Ltd. pp 78-88.
[9] Walter, S. Manroe (1952), Teaching learning theory and Teacher Education. pp 101-117.
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revitalize their organizations — all while investing in new technologies, globalizing their
operations and contending with new competitors. Foreign MNC’s have worked to match
Talent management practices in their organizations at par of new Y-generation employees
expectations.
2. Objectives of the Research
1. To find out Best talent management practices in the foreign MNC’s in Pune district area.
2. To see strength of MNC’s in managing new generation (Y) employees.
3. Research Methodology:
The necessary data required to study is collected from primary Sources.
Type of Research
Quantitative & Qualitative research both.
Data Sources:
i) Primary Source:
Employees working in selected Foreign MNC’s from Pune district.
Research Instruments:
The research instruments for the study were through the following method:
Questionnaire method (53 questionnaires on various aspects-of talent management) and
personal interactions with the number of employees for getting quantitative & qualitative data
for conducting research working in different organizations. Data was collected through Google
forms as well as through direct personally filled forms.
Sampling Design
Population
Pune District Area
Sampling Technique
Non-probability Convenience sampling
(only those employees who are permanent and has good experience were chosen to get
the data accuracy).
Sample Size:
-For Primary Data:
28 employees- (2 employees from one company) from total 14 Foreign MNC’s from
Pune District only. Which consists of-
Sr.no Foreign MNC’s Sr.no Foreign MNC’s
1 Congnizant,hinjewadi 8 Sigma Electric,chakan
2 Daimler Chrysler,chakan 9 Wirtgen India Pvt Ltd,Hadapsar
3 Syntel India 10 John Deere tractor,sanaswadi
4 G.M corporation 11 Volks Wagen India,chakan
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Sr.no Foreign MNC’s Sr.no Foreign MNC’s
5 CAPGEMINI,Talwade 12 Symantec,baner
6 WNS india Viman Nagar 13 SIEMENS PLM,hinjewadi
7 Maersk india,Vimannagar 14 fuzitsu,talawade
Data Analysis
It is based on mean value obtained from the analysis of Likert scale from the total of 53
Questionnaires responses. Other statistical tests have not been considered as its ongoing
research and mean value is sufficient at first level to see the fulfillment of the objectives. Each
quantitative question was noted with qualitative answer and reason from employee through
personal interview and discussion to get qualitative data.
4. Limitations
1. This study is limited to Pune District Only
2. As it’s an ongoing research analysis, it is based on mean value obtained from the
responses only and qualitative answers got through personal interviews and discussion.
3. As Questionnaire responses (quantitative and qualitative) and analysis for mean value is
too long, it has not shown on paper (Due to page limit only mean value is mentioned).
5. Findings of the Research (Quantitative)
(based on the mean value of the 53 Likert scale(Questionnaire) Responses).
1) Levels of satisfaction about the benefits (salary review) given by the company found
more in foreign MNC’s {Mean value for MNC is 4.3(satisfied-fully satisfied) .
2) Levels of satisfaction about the benefits [leave policy] given by the company found more
in foreign MNC’s {Mean value for MNC is 4.5(satisfied-fully satisfied).
3) Levels of satisfaction about the benefits [health care benefits] given by the company
found more in foreign MNC’s {Mean value for MNC is 4.7(satisfied-fully satisfied).
4) Levels of satisfaction about the benefits [Medical insurance package] given by the
company found more in MNC compared. {Mean value for MNC is 4.5(satisfied-fully
satisfied}.
5) Levels of satisfaction about the benefits [Retirement benefits. /Retirement plan] given by
the company found more in MNC’s {Mean value for MNC is 3.8 (Somewhat satisfied-
satisfied).
6) Levels of satisfaction about the benefits [Company saving plan] given by the company
found more in foreign MNC’s. {Mean value for MNC is 3.5 (Somewhat satisfied-
satisfied) .
7) Levels of satisfaction about the benefits [Holiday entitlement] given by the company
found more in foreign MNC’s { Mean value for MNC is 4.3(satisfied-fully satisfied) .
8) Levels of satisfaction about the benefits [Competitiveness in my salary] given by the
company found more in MNC’s {Mean value for MNC is 4.5(satisfied-fully satisfied) .
9) Levels of satisfaction about the benefits [Share/stock option plan] given by the company
found more in foreign MNC’s. {Mean value for MNC is 3.7 (Somewhat satisfied-
satisfied).
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10) Levels of satisfaction about the benefits [Compared to Job market] given by the
company found more in foreign MNC’s {Mean value for MNC is 4.2(satisfied-fully
satisfied).
11) Levels of satisfaction about the benefits [Maternity/paternity leave] given by the
company found more in foreign MNC’s{ Mean value for MNC is 4(satisfied).
12) Levels of satisfaction about the benefits [Professional association membership] given by
the company found more in foreign MNC’s.{ Mean value for MNC is 3.8 (Somewhat
satisfied- satisfied).
13) Levels of satisfaction about the benefits [The staff canteen] given by the company found
more in foreign MNC’s { Mean value for MNC is 4.3(satisfied-fully satisfied) .
14) Levels of satisfaction about the benefits (Your hours of work given by the company)
found more in foreign MNC’s compared to Domestic companies. {Mean value for MNC
is 4(satisfied).
15) Levels of satisfaction about [The team they work] in the company found more in foreign
MNC’s {Mean value for MNC is 4.3(satisfied-fully satisfied).
16) Levels of satisfaction about the [Management to whom you are responsible] in the
company found more in foreign MNC’s{ Mean value for MNC is 4.3(satisfied-fully
satisfied) .
17) Levels of satisfaction about the benefits [Child care costs/arrangement] given by the
company found more in foreign MNC’s {Mean value for MNC is 4(satisfied).
18) Levels of satisfaction about the [Job security] in the company found more in MNC’s
{Mean value for MNC is 4.3(satisfied-fully satisfied) .
19) Levels of satisfaction about the [Educational benefits] given by the company found more
in MNC’s. {Mean value for MNC is 4.2(satisfied-fully satisfied) .
20) Levels of satisfaction about the benefits [subsidy on loan(Home/vehicle/education)]
given by the company found more in foreign MNC’s. {Mean value for MNC is 3.8
(Somewhat satisfied- satisfied) .
21) Foreign MNC Companies employees agreed more that for total benefits program given
by company meets their needs.{ Mean value for MNC is 4(Agree).
22) Foreign MNC employees benefit program is more competitive than domestic companies
employees in the industry. {Mean value for MNC is 3.2 (better than most-one of the
best).
23) Foreign MNC employees are fairly compensated for the work they do. {Mean value for
MNC is 4.7(Agree-Fully agree).
24) Foreign MNC’s employees always feel more challenged in their current position. {Mean
value for MNC is 4.3(Agree-Fully agree).
25) Foreign MNC’s employees are able to get more Job changes in their company (in terms
of transfer, job rotation, department change, etc.) {Mean value for MNC is
3.8(Sometimes-often) .
26) Foreign MNC’s employees have feeling that their companies have more fair promotion
policies. {Mean value for MNC is 4(Agree).
27) There are better policies at Foreign MNC’s that encourage career growth and
development opportunities {Mean value for MNC is 4.3(Agree-Fully agree).
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28) More Career advancement opportunities are possible at foreign MNC’s{Mean value for
MNC is 4.2(often-Always).
29) Foreign MNC Companies allows and encourages to their employees to pursue
qualifications which they feel suitable for employee’s personal growth and also allow
them to take leaves for examination. {Mean value for MNC is 4(often).
30) Foreign MNC’s takes more initiatives for sponsoring their employees to pursue
additional qualification and reimburse for the same. {Mean values for MNC is
3.3(sometimes-often).
31) Foreign MNC’s encourages more to their employees to stay for long life and create such
an opportunity (career planning) for promotions to motivate them{values for MNC is
3.8(sometimes-often) .
32) Foreign MNC Companies policy of increment is more adequate, fair and competitive
enough with competitors in the same job market. {Mean value for MNC is 4(Agree).
33) Foreign MNC’s employees are rewarded when they go above and beyond what is
expected in their job.{ Mean value for MNC is 4(Agree).
34) Training & development satisfaction level about Quality of training (material) is quiet
more in MNC’s. {Mean value for MNC is 4.3 (satisfied- fully satisfied)
35) Training & development satisfaction level about Effectiveness of the instructor is more
in MNC’s {Mean value for MNC is 4.2 (satisfied- fully satisfied).
36) Training & development satisfaction level about applicability of the training to
employees job is more in foreign MNC’s {Mean value for MNC is 4.3 (satisfied- fully
satisfied).
37) Training & development satisfaction level at MNC companies to promote employees to
attend outdoor training program and invest for the same is more.{ Mean value for MNC
is 4.3 {(satisfied- fully satisfied).
38) Overall level of satisfaction with the training activities at MNC’s is high { Mean value
for MNC is 4.3 (satisfied- fully satisfied).
39) Foreign MNC’s invest more fairly in training and development activities.{Mean value
for MNC is 4.5(Agree-fully agree).
40) Organizations culture at MNC’s are found quiet good to stay for long-term. {Mean value
for MNC is 4.8 (very well-Extremely).
41) Culture of MNC organizations found more healthy {Mean value for MNC is 4.7
{(somewhat likely-very likely).
42) Foreign MNC’s management more frequently allows their employees (take suggestions)
to participate in management decisions in their area or other area of the company {Mean
value for MNC is 3.3 (sometimes-often).
43) Foreign MNC’s employees say that their companies have best work-culture which they
know in their area/field {Mean value for MNC is 4.5 (very well-Extremely well).
44) It is found that foreign MNC’s employees are more likely interested to recommend their
company to a friend, relatives to work .{Mean value for MNC is 4.7 (somewhat likely-
very likely) .
45) Foreign MNC’s employees are treated more fairly at the company {Mean value for MNC
is 4.2 (Agree-fully agree) .
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46) Foreign MNC’s employees feel more comfortable going to their managers with any
issues and/or concerns.{Mean value for MNC is 4.5(Agree-fully agree) .
47) Foreign MNC’s employees agree that their managers are a good coach/mentor}.{Mean
value for MNC is 4.7(Agree-fully agree).
48) In Foreign MNC’s it is found that Management provides adequate information about the
company to their employees.{Mean value for MNC is 3.5(sometimes-often).
49) There is more effective communication within department in MNC companies { Mean
value for MNC is 4.7(often-always).
50) Overall Foreign MNC companies employees work experience at the company is more
satisfying and rewarding. {Mean value for MNC is 4.2(Agree-fully agree).
51) Foreign MNC’s employees receive right amount of recognition and acknowledgement
from their manager {Mean value for MNC is 4.2(often-always).
52) Overall foreign MNC’s employees are more satisfied with companies personnel
policies.{Mean value for MNC is 4.7 (Moderately satisfied- Extremely satisfied).
53) Overall foreign MNC’s employees are more satisfied with company as a place to work
as compared to other domestic companies they know {mean value for MNC is 4.8
(Moderately satisfied- Extremely satisfied).
6. Research Findings (Qualitative)
Selective Talent Management Practices Used By MNC’S For Talent Management
6.1. Attracting Right Talent To Company/Creating Talent Brand.
Multinational Companies came to know that in competitive edge they require to be able
to attract good talent to suit their needs. In case of generation-Y MNC’s think about their need
and consider them as consumer as compared to X generation employee. They have made
strategies to attract good talent by following means.
Companies participates in job fairs organized by university/colleges,
Executives/Managers/professionals from companies are encouraged to teach students
and participate in seminars/conferences/forums organised by university/colleges.
executives are encouraged to have on advisory board of universities and colleges of
repute.
Many managers are already teaching in various universities/Colleges as a guest lecture
helps to make propaganda for the company.
Companies offer an opportunity to participate in corporate events of different kinds to
students. These companies have opened gate for them.
MNC’s allows students for plant tour and let them learn the attractive environment
,system, in the company. e.g Volkswagen have dedicated person appointed to manage
such plant tour for students, parents, clients, visitors. And the result is potential students
come to know about company as it become more popular amongst the students ,more
potential students eager to apply such MNC’s.
Stories of employees who feel proud to be employee of the companies and their
experience are collected and shared amongst the employees and briefed to potential
talent to attract best talent at recruitment process.
Thus MNC’s create Talent Brand where new generation employees (Y) get attracted
and eager to work in such companies.
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6.2 Contacts with the Leaving Employees
Return on investment on training given to employee takes long time but many talented
employees of new generation(Y generation) are mobile in changing the jobs. Also making job
contracts with them is a negative message to new generation employee. MNC’s are smart,
they know they have acquired enough skills during work and training period. They keep
contacts with such employees through emails, sending newsletters regarding company’s
financial condition, new product launch , new initiatives taken etc .And they are welcomed
back means keep door opened to acquire higher position in future to get the benefit of
external expertise as well internal expertise which they were possessing.
6.3 Open Career Options:
MNC’s have added advantage over domestic companies in providing career paths. They
don’t force to work in one area where employee has joined but encourage him to transfer or
relocate in different profile where he finds suitable in future. In this way talented employee
fulfill their needs in career development path of a profile where he feels he has potential and
can prove best.
MNC’s also keep option open to work in Domestic Places or Abroad(in
projects/subsidiaries/registered offices abroad) but don’t force to choose either. In these way
employees are satisfied with their career goal. They keep open stay abroad for Y generation
employees to work on abroad projects/assignments who are more eager to take such
assignments.
6.4 Commitment to Talent Selected Who Manages their Own Projects
MNC’s keep promises for replacement/promotion/Job enhancement to selected talent
who manages their own project. Such projects are evaluated by senior management and
conveyed to top management and thus keep promise. It avoids to miss talented people who
have acquired skills and can manage their project on their own and posses excellent leadership
qualities.
6.5 Allowing Talent to Work on Strategic Project
MNC’s have approach to allow selected talent to work on live strategic project by
forming International Team under coach(giving attention to diversity nationality, sex, field,
profile etc), best projects are rewarded by the top management. It helps talented employee to
show their potential and feeling of participation in innovation work conducted by company.
MNC’s have found this strategy best to retain such talented employees who have potential of
innovative ideas.
6.6 Action Learning Through Talent Management Programs
MNC’s don’t believe just on organizational training, rather they allow on the job training
where participants can experience and learn real life situation and get learning opportunity.
Such learning make them to work independently in their areas, create an ability of self-
development and self-decision making.
6.7 Networking Methods to Develop Talent
MNC’s have understood the importance of networking of people to get more success in
business and they promote and form different networks as follows.
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a. Networking with the senior managers: Some companies are formed networking of
talent with senior managers who participate in their training program also to establish
contacts.
b. Networking among the Talent worldwide working in different subsidiaries: Some
MNC’s have formed networking in talent who are working in different geographical area
domestic as well as worldwide to get contact and share best practices and suggestions.
c. Facilitating female network: Some MNC’s have formed Female network in the
company to enhance their work environment and take advantage of their talent in the
organization.
d. Networking of sales people and Client: Some MNC’s have formed networking of sales
people and representatives of Clients for mutual development programs.
6.8 Better Communication At Strategic Level
Some MNC’s are of opinion that, it is important to have communication amongst
important talent of the company regarding strategic planning to make them aware and increase
confidence amongst them. By increasing communication at strategic level employees keep
motivated to take challenge. For this they have taken initiatives like meeting of Senior
Managers with selected talent from lower management, keep them informing with companies
strategies through email.
6.9. Focus on Workforce Agility
Most of MNC’s focuses on workforce agility where there employees are able to change
with changing global environment to suit sudden change in marketing, technology, customer
need etc. where they are able to cope up with the changes and can sustain in such market
force. For such reasons MNC’s have Talent Agility programs to suit different changes in
business environment. Through such training programs they develop agility in employees.
They also focuses on agility test conduction at the time of recruitment and give enough chance
for selection those are more agile in nature.
6.10 Bonus Scheme to Senior Managers to Identify Talent for Future Leadership
Some MNC’s have Bonus scheme to Senior managers to identify talent in their team
which have potential to become a part of future leadership in company, which can be trained
,promoted on responsible positions. As bonus is attached, Managers are interested in
continuous monitoring and development of these potential talents. In such career management
system Higher level manager keep checking whether selected talent is enough capable to move
to other positions rather than on random selection and concentration can be made on target
talent who is best suitable to move to other positions.
6.11 Organisation Cultural Change Through Talent Training
Some MNC’s have kept training as a part of talent management program to train in
leadership skills as well as skills and attitudes which require to change the culture of the
organization expecting that talent to work as a catalyst in organizational change.
6.12 Multi-Skilling
Most of the MNC’s have multi-skilling as a talent management program where selected
talents are rotated to different departments to get the skill acquired from that field under
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external coach and thus multi-skilling increases in selected talents who are then used as a
future leadership positions in the organization. Senior level managers are involved in
monitoring and judging the performance of each talent for acquiring different skills in the
organization. Also multi-skilling is done at different country level plants of MNC’s where they
also get foreign language training .Such talents are then capable to handle International
projects as they posses multi-skilling from diversified areas of business.
6.13 Evaluation and Development through External Consultants of Global
Level.
Many MNC’s have system of evaluation and development of talent selected (mostly 10 -
20 %) with the help of external consultants of global level where they conduct several skills
tests required at global level and evaluate weakness and strength of the talent and gap needed
to fill( to develop skill). They communicate this to companies and further talent programs are
run with the help of these external consultants to develop the employee. For such talent
management programs many MNC’s have set there external assessment centers with the help
of external consultants.
6.14 Organisation of Global Events:
Many MNC’s organize Global events where high potential talent participate here they
can build contacts, take seminars, share knowledge, bring innovative ideas .This brings talent
on global platform and this identified talent then can be promoted to international positions
where they can work better.
6.15 Flexible Work Time
Some MNC’s have flexible work time structure for some employees who are on project
work outside or inside or who are working at clients end. They have no restriction on time in
and out only condition is to finish it within stipulated time .Such things get more freedom and
motivation to employees to work in such companies.
6.16 Parental Leaves
Many MNC’s are offering parental leaves to their male employees for 1 to 2 months to
take care of their family which motivates them to work in the company.
6.17 Scholaraships/Fundings for Higher Education
Many MNC’s provides scholarships/funding for Higher Education to employees to study
in referred Universities/Colleges including abroad. Which they latter can promote on higher
positions.
6.18 Trainings Abroad
Most of the MNC’s keep training programs abroad for short duration to acquire skill of
global business importance. That also motivates employees to participate positively in training
programs .Such employees trained contribute better in terms of innovation, productivity in
future.
6.19 Incentives to Quality Circles
MNC’s have focused on formation of quality circles(having 6-10 members in one
team).They are promoted and financed to work on productivity/technology problems and
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improvements in their own area and good kaizen(continuous improvement) is appreciated and
awarded by top management. In this way quality circles make contribution in better
productivity, innovation, workplace betterment and continuous development in their areas of
work.
6.20 Abroad Holiday Packages to Achievers
It is found that MNC companies pay for foreign holiday packages to their selected
employees who have performed better in their areas.
6.21 Best Salary Package
It is found that salary range is more in foreign MNC’s compared to domestic
companies.
6.22 Share/Stock Option Plan
MNC Companies like Symantec provides share/stock option plan for their employees.
Through stock option plan employees get feeling of being treated as partner in the company
and it helps to get high moral in workplace.
6.23 Excellent Food and Snacks At Canteen Of Employees Choice
It is found that foreign MNC’s provides more varieties and options when it comes about
food and snacks at concessional rate. Also no restrictions are made by company on timings;
employees are free to go at any time to avail canteen facilities.
6.24 Five Days Working
Most of the foreign MNC’s provides two days weekly off (Saturday /Sunday off) that
makes employees happy, satisfied and more productive.
7 Conclusions
It is found that new generation employee what is called as Y- generation employee are
different than traditional X-employee in case of living style and expectations. Foreign MNC’s
have worked to match Talent management practices in their organizations at par of new Y-
generation employee’s expectations.
From the above findings it is found that foreign MNC companies have more inclination
towards having innovative and motivating talent management practices compared to domestic
companies. Foreign MNC’s understand the needs of employees and try to match
organizational interest with employee’s personal interest. Foreign MNC’s believes in
Hospitality of employees. MNC’s are having priority towards employees and believe that
company success ability depends on employees interest and motivation level at company and
that is why they focus more on employee’s satisfaction, their personal growth, long term
employability, benefits, fulfillment of desires, etc. MNC’s like Wirtgen India Pvt Ltd
(employees working at service/customer end/supplier end), provide work freedom policies like
employees work directly from home/at suppliers end without reporting everyday to company.
Companies like Symantec India has given stock option plan to their employees to fill
employee as a partner in the company. Five days/week working at MNC’s always keep their
employees productive, healthy, interested and happy at work place and in their personal life.
Training activities at abroad for employees, unlimited varieties at canteen for food, flexi work
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timings, freedom at work ,tools like management by objectives(not by time worked),
competitive salary in the market, sponsoring for higher education for employees and investing
on it, excellent employee management relation, value based culture, air tickets for company
work, foreign holiday package entitlement, fair promotion policies, Job security, excellent
salary reviews, stock/share option plan, family day, cultural activities, sports activities, for
employees are some innovative talent management practices at Foreign MNC’s working in
Pune area. Compared to them domestic companies lacks in such excellent practices. Indian
Domestic companies require having enough competitive talent management practices to
develop, sustain in the global market at par Foreign MNC’s.
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lead to many developments in HRM, as employers have to cope with the challenges posed by
a competitive global economic environment. (Redman et al 2001),organizations are
increasingly turning to the unique contribution provided to them by their human resources as a
source of competitive advantage(Wright et al in Morley et al 2004). Organizations and
institutions are increasingly realizing the importance of human competitiveness as essential to
organizational survival and economic progress. There is also a growing belief that if
organizations have to survive and thrive in a global economy, they require world class human
resource (HR) competencies and the processes for managing them.(Khandekar et al 2005) and
this is in line with the (RBV) perspective of Strategic HRM, which states that employee
knowledge, skills, talents and know-how are the central source of organizational performance,
human resources are more likely to produce competitive advantage because they often are
truly rare and can be more difficult for competitors to imitate(Jackson et al 2004) and that the
effective management of human resources is critical to obtaining organizational success.
Objectives of the study:
1. To study the Human Resource Challenges being perceived by executives managing
power sector units.
2. To study the strategies being adopted by these executives to meet these challenges.
3. To tender the suggestions to effectively counter these challenges.
Scope of the Study:
The scope of the present study is confined to study the human resource challenges being
perceived and faced by the executives working in power sector units. For this purpose
researcher has selected four power sector units generating different kind of power as follows:
1. Rajasthan Atomic Power Station, Rawatbhata.
2. Kota Super thermal Power Station, Kota,
3. Jawahar Sagar Hydro Power Plant, Kota,
4. Anta Gas Power Project, Anta, Kota.
Period of study:
The study was conducted between 1st August to 31st October, 2015.
Research Methodology and Design:
Type of Research: The present study is exploratory at its initial stage followed by
analytical and descriptive study.
Collection of Data: Data for this study have been collected by using primary as well as
secondary sources.
Collection of primary Data: Primary data have been collected by using questionnaire
method, interview technique and observation method. For collection of primary data
sample technique has been used details of which are as follows:
Universe: All executives working in power generating units included in the study.
Sample:
Sample Frame: All executives working in power generating units included in the study.
Sampling Unit: Executives
Sample size: 80 executives ( 20 executives selected from each power generating unit
included in the study).
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Sampling Type: Non Probability sampling.
Sampling Technique: Convenience and snowball sampling.
Collection of Secondary Data: Secondary data have been collected from books,
Journals, periodicals, Magazines, news papers, websites, house journals of power
generating units.
Analysis and Interpretation of Data: Collected data have been classified, tabulated,
analyzed and interpreted by using suitable statistical tools and techniques like averages,
percentile etc.
1. Awareness about the Challenges to HRM:
All the respondents( Executives) acknowledged that they are aware about the fact there
exist challenges for human resource managers.
2. HR challenges as perceived by power sector executives:
The researcher asked the next question that which new HR challenges are being
Perceived and faced by your organization. To facilitate the answer of the query
researcher identified and presented 15 challenges namely-globalization (GN),skill
shortage(SS), attrition(AN), outsourcing(OG) , managing diversities(MD), gender
bias(GB), transformation(TN), employees expectations(EE), organizational
restructuring(OR), increasing HR costs(HRC), ageing workforce(AW), career
development(CD), quality of work life(QWL), managing work stress(MWS), and
managing conflicts(MC). Respondents were also requested to rank their choices in order
of their preference/priority.
Responses received from the respondents have been presented in Table 1.1 below-
Table1.1 : HR Challenges as perceived by Executives of PG Units
Rank I II III IV V VI VII VIII IX X XI XII XIII XIV XV Total
Challenges
GN 19 3 - 1 1 - - 2 - - 4 2 4 1 11 48
SS 36 9 4 - 11 5 2 3 - - 1 1 1 1 - 74
AN 5 3 5 2 - 1 - 2 4 1 12 2 1 1 - 39
OG 2 5 3 12 4 - 10 1 3 4 4 - 2 - - 50
MD 1 1 - - 3 - 2 - 2 4 - 8 - 1 5 27
GB 1 2 2 3 - 1 3 6 1 1 3 2 4 8 2 39
TN 1 4 1 2 4 9 3 3 4 2 2 4 - 1 1 41
EE 5 14 15 7 8 6 6 2 - 2 - - - - - 65
OR 2 3 1 8 4 5 6 2 - - 1 2 1 2 - 37
HRC - - - - 1 3 - - 3 2 1 - 13 4 1 28
AW 5 19 7 10 1 3 3 - 1 2 - 1 - - - 52
CD 2 3 10 8 4 3 2 10 1 1 - - 1 2 - 47
QWL 1 3 7 4 11 1 2 3 16 2 1 2 - 1 - 54
MWS - 7 9 4 8 10 - 1 1 4 2 5 - - 1 52
MC - - 2 - - 1 1 4 3 7 1 1 2 5 3 30
Total 80 76 66 61 59 48 39 39 39 33 32 31 29 27 24 683
Source: Compiled by researcher as per responses received
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From the perusal of responses plotted in the above table it is abundantly clear that 45
percent of the total respondents assigned I rank to skill shortage, which implies that in the
opinion of executives of power sector units selected under study, HRM of these units is facing
the challenge of skill shortage, about 25 percent of the executives feel that globalization is the
biggest challenge to modern HRM, 6 percent respondents consider that attrition, employees
expectations and ageing workforce is the biggest new challenge to HRM in their opinion.
Respondents do not consider the other challenges as more pressing. At the second place about
25 percent of total respondents consider the ageing workforce as new HRM challenge
whereas, 14 respondents acknowledged that employees expectations is the greatest new HRM
challenge. About 12 percent of respondent have assigned the second priority to skill shortage.
As per the above responses out of several challenges two challenges i.e. skill shortage and
globalization are worth considering and therefore, in this study only these two challenges have
been taken into consideration.
1. Challenges posed by skill shortage:
Power generating units in India are facing acute skill shortage. The challenges posed, as
perceived by the executives working in power generating units included in the study, by
skill shortage are as follows-
Table 1.2 HR Challenges posed by Skill Shortage in PG Units
SN HR Challenges No. of Respondents Percentage Cumulative percentage
1. Low Productivity 27 40 40
2. Low Morale 24 36 76
3. Higher Accident Rate 01 01 77
4. Higher Absenteeism 04 06 83
5. Higher Attrition Rate 07 11 94
6. Any other, Pl. Specify 04 06 100
Total 67 100
From the perusal of the figures given in the above table it is quite clear that 67 out of the
80 respondents have expressed their concern about skill shortage and consider the same as HR
Challenge. In opinion of 40 percent of the surveyed executives low productivity is the biggest
challenge posed by the skill shortage in their organizations and an almost equal percentage of
respondent consider low morale, which in fact a twin issue, as the biggest HR challenge of
skill shortage. Other HR challenges like higher accident rate, higher absenteeism rate, higher
attrition rate are not HR Challenges posed by skill shortage in the opinion of the executive
surveyed power generating (PG) units.
1. Strategies adopted to meet the HR Challenge posed by Skill Shortage:
When asked about the strategies adopted to meet the HR Challenge posed by skill
shortage, 34 percent of the respondents said that they train and develop existing
employees, very close to this 33 respondents acknowledged that they encourage
employees to upgrade their skills, 22 respondents were of the opinion that they attract
and recruit new skilled persons and remaining 11 respondents said that use the strategy
of reimbursement of the cost incurred by employees on the up gradation of their skills.
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To make the same understandable at a glance responses received from the respondents
on strategies adopted to meet skill shortage have been depicted through a pie chart-
Fig. 1.1: Strategies adopted to meet the HR Challenge posed by Skill Shortage:
2. HR Challenges posed by Globalization:
Globalization has changed whole scenario and it has posed many challenges to human
resource managers. Workforce has become global, competition has intensified as it has
become global, rate of attrition has increased, employees’ expectations has also increased and
many more like this. When executives of surveyed PG units were asked about the HR
challenges posed by globalization they gave the varied responses which have been
summarized in the following table-
Table 1.3: HR Challenges posed by Globalization
SN HRM Challenges No. of Percentage Cumulative
Respondents Percentage
1. Global Workforce 01 01 01
2. Increased attrition rate 10 12 13
3. Global competition 24 28 41
4 Increased employees 50 57 98
expectations
5. Any other, Pl. specify 02 02 100
Total 97 100
Source: As per responses received from respondents
From the perusal of the figures given in the above table it abundantly clear that more
than half of the total respondents have express their opinion that by onset of globalization
expectations of their employees have increased, whereas about one-fourth of the respondents
said that they facing HR challenge in the form of increased global competition due to
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globalization, 12 percent of the respondents said that by globalization attrition rate of their
employees has increased. Other challenges are not of much significance.
1. Strategies to met the HR challenge posed by Globalization:
Different executives surveyed under study are found using or preferring to use different
HR strategies to meet the challenge posed by globalization varying from think globally,
act locally to commitment and motivation. Out of all the surveyed executives 14 percent
executives preferred to use think globally, act locally strategy, only 3 percent executives
opined that they use strategy of collaboration with global firms, 23 percent respondents
said that they use the policy of competitive goal setting, 60 percent executives express
their opinion in favour of using commitment and motivation strategy. Thus it is quite
clear from the responses received from respondent that a quite a substantial majority of
the respondent prefer to commitment and motivation policy as a strategical tool to
counter the challenge posed by globalization.
The make things understandable at a glance the responses received from the respondents
have been presented with the help of a pie chat-
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5. To meet the challenge posed by skill shortage 34 percent respondents were found to
using strategy of training & development of existing employees, 33 percent to encourage
employees to upgrade their skills and 22 percent were found using strategy of using
strategy of attracting and recruiting new skilled employees.
6. In the opinion of 57 percent respondents globalization has presented challenge of
increased employees expectations and 28 percent believed that it has presented the
challenge of global competition.
7. To meet the challenge posed by globalization 60 percent of the respondents were found
to using strategy of commitment and motivation of employees and 23 percent were
preferring to using strategy of competitive goal setting.
8. Respondents have not given much weight to managing diversities, increasing HR costs,
and managing conflicts as challenge to HRM and only 27, 28 and 3o respondents out of
total 80 respondents have acknowledged them as challenge, whereas these challenges
have serious repercussions on organizational success. They are advised to take them
seriously.
9. Some of the strategies suggested did not find much favor from respondents although they
may prove quite effective to cope with the challenges like ,think globally, act locally to
deal with globalization challenge, reimbursement of expenses incurred on skill up
gradation to meet skill shortage challenge etc. Executives are advised to act upon them.
Limitations of the Study:
1. Sample size is 80 which can not be considered much adequate to conduct such type of
study and drawing conclusions from the same.
2. Conclusions drawn are based solely on the opinion expressed by the respondents.
3. In personal conversation with the respondents it was found by their behavior that they
were not seemed much worry about HR challenges.
REFERENCES:
1. Agrawal Tanuja: Strategic Human Resource Management- Oxford Press 2011
2. Basu KS: New Dimensions in Personnel Management- Mcmillan India Delhi 1972
3. Chandler AD: Straegy and Structure- MIT Press Boston, Masschusetts,1962
4. Dowling PJ et.al: Human Resource Management- Wordsworth 1993.
5. John Bernalin: Human Resource Management- an experimental Approach, Tata McGraw
Hill Delhi.
6. Karren Legge: HRM-A Critical Analysis in John Story(ed.) New Perspective in HRM
Roultedge 1989.
7. www.chillibreze.com
8. www.citeman.com
9. www.citehr.com.
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human resource issues. In small firms, where resources are likely to be scarce, there may be a
very small number of formal HR departments or professionals, increased difficulty in
recruiting and retaining employees due to lack of financial resources, and an increased
unwillingness to engage in costly or restrictive practices. Further, challenges in emerging
ventures, including establishing firm identity and legitimacy, maintaining flexibility,
developing sustainable practices.
II. Functions of HRM in Small Organisations:
Human Resource Department or Human Resource Manager of an organisation has to
perform certain functions to justify their presence in an organisation. These functions are more
or less same for most organisations irrespective of their size. In small firms, where resources
are likely to be scarce, there may be a very small number of formal HR departments or
professionals, increased difficulty in recruiting and retaining employees due to lack of
financial resources, and an increased reluctance to engage in costly or restrictive practices. In
young firms, where experience is likely to be lacking, we may expect to see a reduced reliance
on formalized training, difficulty recruiting due to lack of legitimacy, and more informal and
potentially haphazard employee management systems.
Small firms face many unique HR challenges(Greening, Barringer, & Macy, 1996),
including an often ambiguous firm identity that is easily impacted by new employees (Cardon
& Tolchinsky, in press) , difficulty in attracting and retaining key talent and skills (Barber et
al., 1999; Williamson et al., 2002), lack of legitimacy as an employer organization
(Williamson et al., 2002), maintaining flexibility in staffing (Cardon, 2003), and developing
sustainable human resource policies that endure market and organizational fluctuations.
In short, ‘‘Human resources are critical for new organizations in ways often
unappreciated by researchers who study only established organizations’’
(Katz et al., 2000, p. 7).
Because management of HR in small firms poses challenges distinct from those of their
larger firm counterparts, several scholars maintain that further study of HR in small firms is
warranted. We contend, as have others (e.g.,Heneman & Tansy, 2002), that organizational
approaches to staffing, compensation, training and development, performance management,
organizational change, and labor relations have profound effects on the firm’s ability to
address these challenges and therefore on the firm’s effectiveness and survival. HR manager
has to stay abreast with standard business practices and should have proper knowledge of best
HR practices.HR managers in small organisations have to perform following functions on
regular basis
A. Devotion to rules & regulations:
It is important for the Hr department in all the organizations to follow the rules and
regulations which have impact on human resources from hiring them through their
termination, which includes their safety, benefits, etc. even very small companies having one
to fourteen employees should also comply with fair labour standards, equal pay, etc.
B. Benefit Administration
Administration is involved in all sizes & types of companies. HR management can help
the small organizations by doing the research to find out which benefits can be most cost-
effective for the organization and how the provisions of these benefits will be managed which
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will need a lot of administrative work. HR can also benefit a company by being in tune with
the employees and getting to know what benefits employees value most.
C. Hiring practices:
HRM department provides effective hiring practices to an organization. A good hire is
one where the required skills, abilities and know-how required by a job matches the person
hired for the job and the culture of the small organization. Hr management can help a small
organization by removing the odds in hiring and HR departments also helps in managing the
risks involved in hiring like –reference check, discrimination claims and inappropriate
questions asked during the interviews.
D. Training & Development:
Since small firms have less number of people working with them so it is more important
for them to provide cross-training to the employees to cover more than one job function or
task. HR management can provide the small organizations with effective and low cost training
techniques.
E. Employee Recognition:
Small enterprises have limited number of employees and low budgets for employee
benefits so the HR management can help in terms of employee recognition programs that
value employees and keep them committed to the organization. Employees can also give their
views during such programs and when their ideas are implemented then it acts as a morale
booster which in turn reduces employee turnover.
F. Global Human Resources:
Small businesses are also tapping global markets these days. It is the responsibility of
HR manager to develop capable staff with cultural fluency for initiating and sustaining
overseas relationships. Small enterprises have limited resources so the HR manager has to
keep this in mind while hiring suitable employee for placement in foreign office.
G. Multigenerational Diversity
HR manager has to deal with multiple generations in one organisation. One generation
may be tech savvy while the other may prefer face to face interaction. In small and emerging
enterprises, due to lack of resources and knowhow, the manager has to find a way to bridge the
gap between these various generations.
H. Strategy
HR manager’ strategic role concentrates on building partnerships with other
departments. This involves identifying the kind of resources needed by the business. This can
be done by defining jobs clearly, recruiting the right people for right jobs. Thus HR acts in a
strategic capacity. HR manager develops new policies and procedures for the
Emerging business practices, like use of social media technology for providing
marketing and customer service.
I. Change
Companies sometimes have to change due to market conditions, mergers, acquisitions or
leadership departures; etc.HR manager has to manage this change effectively.
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HR manager helps everyone to understand the need for change and prepares them for the
transition and implements new policies and procedures. HR manager has to conduct surveys
and hire new staff to meet changing needs of the organisation. Effective leaders should be able
to build strategic partnerships so that there are fewer disruptions, objections and anxiety.
J. Employee Relations
Labour and employment laws are very complex so the HR manager is expected to have
specialized skills, knowledge and expertise to adhere to these laws and regulations. As
companies compete in the global market, HR managers have to manage programs to promote
diversity, improve collaboration and maximize productivity. An effective HR manager can
lead to the increase of small l business growth and can reduce the small business failure has.
This will result in high levels of employee satisfaction and good employee relation
III. HRM Challenges and their Solutions for Small Organization’s :
In small organizations the HR manager has to single handily be involved in human
resource management all the time. It can be single largest consumer of his time and energy.
Some of the issues like sourcing and recruiting visionary personnel are also emerging because
of globalisation. Some of the issues which need attention of the HR manager are mentioned
below:
A. Making a staffing plan:
The HR manager must have a staffing plan ready before starting up with the hiring
process for a small or new business. He needs to know the number of employees required to
be hired, type of employees, required qualification for the job, how the employee expenses
will be covered, and what value addition is expected from the new employees. Most
importantly, this staffing plan must co-ordinate with the overall business objective.
Solution:
The staffing plan need not be very lengthy. It has to just address the key issues and long
and short term objectives in order to take wise management decisions. It should be able to
provide a vision. In the absence of a vision, the planning can go nowhere. A staffing plan
should be such that it should be able to let the lenders and employees know about what kind of
organisation is being created.
B. Finding suitable employees:
The HR manager should be able to find a right kind of employee for the right post. The
organisation culture comes into picture for employee selection. The manager should be able to
find an employee whose culture should match with organisation’s culture. Finding high value
employees require a lot of time and effort as efficient people will already be employed with
other organisation and it’s tough to uproot them as their employers won’t let them go
moreover extracting such employees can prove to be a costly affair.
Solution:
A manager has to spend lot of time in finding high value employees; he can opt out of
various ways of hiring like ads in publications, campus placements, employee referrals,
professional recruiters, by word of mouth, etc.
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C. Screening potential candidates:
The source of recruitment has to be chosen very carefully. A small organisation can’t
expect employees of large organisations to join their business who reward lavishly. The
manager has to find suitable yet efficient employees who should be able to provide results and
create value to the organisation and they should be cost efficient as well.
Solution:
The HR manager should study the employment history of the potential employee
properly. He should make a note of which organisation is he working in and see if the resume
reflects the character of the employee, if he’s result oriented, aggressive, loyal, committed, etc.
Only potential candidates should be called for the interview as it is a time consuming process
and the manager should value his and others time.
D. Interview & personal Interaction:
The HR manager in small organisations has to be precise during the interview process.
Since whole responsibility of the recruitment process rests on his shoulders so he has to decide
the duration, questions to be asked during the interview, what kind of interview should be
conducted –written test or personal interaction or both. The manager or the owner of the
enterprise should have a plan ready as to what kind of interview will be conducted and he
should be ready to face the challenges during the interview process.
Solution:
The manager should spend adequate time with the applicant. He should ask him open
ended questions should take his time to analyse and access the person. He should discuss the
job role and other points like benefits, job relocation, flexibility, etc with the applicant and
should discuss compensation only with the prospective employee and shouldn’t sell the
company to the applicant. In the end he should discuss the resume details with the applicant.
E. Hiring:
Hiring is always done by giving an offer letter to the applicant in any kind of
organisation. The HR manager has to decide about the contents and clauses to be included in
the offer letter. This has to be done very carefully by keeping in mind the company policy,
rules and regulation. The HR manager has to make the package attractive yet cost effective. So
it’s a tricky task to decide the contents of an offer letter
Solution:
The offer letter should contain details regarding the compensation, benefits, probation
period, reporting authority, leave details, job description, job responsibility, job location,
joining date, etc. It is always better to document all the details in advance in order to avoid any
conflict later on.
F. Retaining Employees:
After hiring suitable employees, the HR manager has to take care that these employees
are retained in the organisation and they like their work. It is very difficult to hire frequently
especially for a small and new organisation as it can prove to be an expensive process. One
can’t afford to carry on recruitment process on a regular basis as it also hampers the day to day
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functioning of the firm and it can also stress the existing employees and can lead to frequent
employee turnover
Solution:
The pull technology should be used and efforts should be made to retain the employees.
Their needs should be accessed and the reasonable ones should be fulfilled in order to
motivate them to stick to the organisation. The manager should keep inducing the employees
with fresh assignments and ideas to keep their interest intact. Regular interaction with the
employees should be done and their ideas should be appreciated and deployed.
G. Employee Performance Appraisal
After the employees are selected, employed and retained, the HR manager is faced with
the challenge of appraising the employees. He has to decide on to the method to be used for
the employee’s performance appraisal. There are many methods like straight ranking method,
paired comparison, grading system, forced distribution, check list method, critical incident and
free essay method. He has to see all employees as team members working towards achieving a
common organisational objective. So, the appraisal should be free of bias
Solution:
The HR manager has to find out poor performers and good performers. He should keep
in mind that efficient & committed workers should get their share of appreciation and
incentives accordingly because if they are not recognised then they’ll feel deprived of their
rights. Most importantly, a cost effective method of evaluation should be opted.
H. Legal Issues :
Small and new firms have lesser resources as compared to large firms. In the startup
faze, when organisations battle to survive, the owners ignore the need of legal counsel and
they tend to postpone hiring a legal counsel. There are issues like unemployment insurance,
compensation, social security issues, tax related issues requiring legal assistance. The HR
manager is faced with the challenge of hiring a suitable attorney for the organisation.
Solution:
The owner should seek advice from other small business owners regarding the hiring of
the attorney. He should seek referrals from small firms instead of hiring a big firm as his
attorney because the fees charged by these firms is too high and small & new firms won’t be
able to afford it. The person or firm chosen should be cost effective but competent and
knowledgeable. HR manager should continually maintain its expertise and know how related
to emerging legal issues.
I. Health & Safety Issues:
The rate of workplace injury or ill health is twice as high in small scale organisation as
in a large organisation. But this varies with the nature of the organisation. So, the HR manager
is burdened with making efficient safety policies and provides the employees with good health
related schemes. He should be able to keep the organisation a safe and employee friendly
place for work. This would also cover the interpersonal relations among the employees.
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Solution:
Safety training should be provided to the employees while joining the organisation and
records of such training should be maintained. Old and obsolete machinery should be replaced
and recorded. Employees should be provided with safety insurance covers in case of any
mishaps. Organisation should encourage good relations among employees
Conclusion:
‘‘Once a new venture is founded, becomes an organization, and hires its first employees,
human resource issues and forces that exist in—and influence the success of—all
organizations comes into play. Indeed, growing evidence suggests that an inability on the part
of some founders of new
Ventures to successfully manage HRM issues are an important factor in their ultimate
failure’’
Effective management of human resources is one of the most crucial problems faced by
small firms.
It’s found that growing importance of small enterprises has become a global trend which
has derived productivity, innovation and employment growth in both developed and
developing nations. But their increased importance has failed to reduce the challenges and
obstacles being faced by them. 30 to 50 percent of the small and new enterprises fail every
year. There are many reasons for this failure such as lack of planning and organization, lack of
knowledge or experience, lack of both financial and human resources, etc. Human resource
management in small enterprises is still in exploratory stage and they use less sophisticated
HRM practices which may be because of lack of funds. The owners also have a great impact
on the HR policies followed by the companies and HR managers lack in their action under this
influence. Small firms provide lower wages to the employees as compared with their large
counterparts and they also tend to provide less training facilities to their employees. But they
have a behavioral advantage in managing employee relationships due to lack of formal or
professional policy towards employee management.HRM patterns come in two different forms
in Small organizations which are (a) written procedures, documents, roles and instructions,
and(b)informal procedures or ways of doing things. The patterns can establish in any of the
community members mind and they become routine and others start following it. Small and
emerging enterprises should document policies regarding human resources issues and they
need to consider the training and development needs for their employees. They should spend
on training only if required. The owner should maintain a productive atmosphere to make the
employees contribute more toward achieving the common business objective.
REFERENCES:
[1] www.endnotes.com
[2] Small business.chron.com
[3] Rossiter, and Jill A., “Human Resources: Mastering your Small Business,” Upstart
Publishing, 1996.
[4] Tara Duggan, “HR Functions and Emerging Business Trends,”Demand Media.[5]Leigh
Richards, “How HRM Benefits a small Business,” Demand Media.
[5] http://www.sensible-small-business-ideas.com/human-resource-management.html.
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employee wants to do whatever they can for the benefit of their internal and external
customers, and for the success of the organization as a whole.
Literature Review:
Malavika desai et al ( 2010 ) in the article. A study on employee engagement in two
Indian Business. Finds that employee engagement is practiced more in the
manufacturing organization when compared to the IT organizations. It was found that
the degree of employee engagement was significantly high in the manufacturing
organization as compared to that in IT firms. The main causes for a high engagement in
the manufacturing sector were found to be as – the impression that the firm cares for and
values the employees , free and frank communications with immediate supervisor , one's
contributions towards organizational goals and freedom to participate in the decision
making process.
Susan Abraham ( 2012 ) in her paper, Development of Employee Engagement
Programme on the basis of Employee Satisfaction opinions today’s competitive world
has posed many challenges to organizations in the form of diverse consumer
demographics, complex strategies of competitors, workforce issues and many others.
Sustaining in such a situation requires an organization to have committed and loyal
employees. It is the engaged employees who ensures higher productivity in
organizations. Hence, the trend is towards designing programmers to enhance the level
of employee engagement.
Sangamitra chaudhuri et aliae (2012) in the journal, Reverse mentoring: A social
exchange tool for keeping the boomers and millennials committed. Says the boomer and
millennnnials are working together. In the wake of mass retrenchment and economic
crises, there is a greater urgency for HR professionals to focus more on engagement by
social exchange tool. The different outcomes of reverse mentoring programs shows
future gap for research.
Brand shuck et alia (2012) in the article, Employee engagement and leadership:
exploring the convergence of two framework and implicational for leadership
development in HRD, It status that practical problems of using single style transactional
or transformational leadership does not suit changing employee engagement needs .so
the blend of both styles will suite different levels of employee in the cosmopolitan
organizations.
2.1 Shifting Paradigms in Employee Engagement & Development
Dimension Existing Emerging
Organizational Structures Hierarchical Flat
Work Environment Transactional Collaborative
Management Styles Authoritative Facilitative
Performance Appraisals Senior Driven 360º
Compensation Fixed High Risk High Returns
Rewards & Recognition Non Monetary Monetary
(Source: When Generations Collide: How to Solve the Generational Puzzle at Work,
Lynne C. Lancaster, Executive Forum Presentation, 2004.)
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Structured study and assessment of the changing employee engagement and
development models within ‘Information Technology’ (IT) and ‘Information Technology
enabled Services’ (ITeS) industry within India can help us identify best practices, pitfalls to
avoid and define roadmap for seamless change across various other sectors.
2.2 Employee Engagement Model
Y. Hong, H Liao, J, Hu, K, Jiang, “Missing Link in the Service Profit Chain:A Meta-
Analytic Review of the Antecedents, Consequences and Moderators of Service Climate,”
Journal of Applied Psychology, 98/2, 237-267 (2013)
We define engagement through three attributes that include the extent to which
employees:
Say—speak positively about the organization to co-workers, potential employees and
customers
Stay—have an intense sense of belonging and desire to be a part of the organization
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Strive—are motivated and exert effort toward success in their job and for the company
Rewards and social recognition : Driving employee Engagement
As the new rules of recognition become prominent in the workplace, Employe
Engagement can be impacted through having Rhythm and Technology as a base and
implementing peer, results based social recognition
www.achievers.com
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companies revise their engagement practices and adjust their benefit packages in an attempt to
attract the best of employees as well as retain them, reducing costly turnover rates.
1. Indian Information Technology / Information Technology enabled Service Industry
2. Readiness of Organizations to Manage the Change
3. Emerging Best Practices Pertaining to Organizational Structures
4. Emerging Best Practices Pertaining to Work Environment
5. Emerging Best Practices in Performance Appraisal
6. Emerging Best Practices in Training & Development
7. Emerging Best Practices Pertaining to Compensation & Reward Models
5. Constraints of the study:
As this study was conducted in IT & ITES Companies only so the views and thoughts of
the other companies differ. Study is restricted to Pune only therefore situation in other cities
may differ. The sincerity and accuracy required for filling the questionnaire can affect the
results.
6. Research Methodology :
6.1 Research Design
The researcher aims to divide the steps to collect primary in two stages and these include
exploratory research and descriptive research. Target audience for this research are employees
working at different levels in IT & ITES companies in pune.
6.2 Sample:
The target population of this research is employees working in IT and ITES select group
of companies in pune.
6.3 Type & Source of Data:
Data used to support the analysis in this study is gathered from two sources, primary
data and secondary data.
Primary Data:
Primary data refers to 'the first-hand information gathered by the researcher to answer
the problems at hand' (Hackley, 2001, p. 42). In general, primary data can be gathered with the
use of different quantitative and qualitative research methods, such as the questionnaire, focus
group interview, in-depth individual interview and Delphi research. The selection of research
tools will depend on a few factors, such as time, research skills of the researcher and budget
for the research. Also, the type of research tool used will determine the number of respondents
required for the study. In general, when using a qualitative research method, a small group of
respondents is needed, while when the quantitative research tool is employed, a larger
sampling size will be required. In this study, the researcher will use the semi-structured or
quantitative questionnaire as the main primary research method. The questionnaire will be
developed based on the research results from the exploratory research. More information about
the questionnaire will be explained more in detail in the later section.
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Secondary Data:
Secondary data refers to 'existing information which is collected by someone else for
specific purpose' (Hamingway, 2001, p. 46). In other words, secondary data can be collected
from various sources and the researcher may need to gain permission before accessing it. The
good point of the secondary data is that it is cheaper to gather as compared to primary data.
However, as secondary data is collected by someone else and for a specific reason, this means
that it may not answer the problems at hand. Therefore, the main task of the researcher is to
ensure that the secondary data collected to support the analysis of each research project must
be related and relevant to the project at hand. The secondary data include internal information
(i.e. sale report, market audit, marketing plan) and external information (i.e. newspapers,
books, journal articles).
In this study, the researcher plans to gather secondary data from different sources, such
as journal articles, newspapers, websites, textbooks and university database. Apart from
making sure that they are related and relevant to the research aims and objectives, the research
will also ensure that it is reliable by collecting it from sources with a good creditability.
The theoretical perspectives and the review of relevant literature led to the objectives
and hypothesis.
REFERENCES:
Allen, T., Eby, L., Poteet, M., Lentz, L. & Lima, L. (2004). Career benefits associated
with mentoring for protégés: a meta-analysis. Journal of Applied Psychology. 89, 127-
136.
Allen, T., Poteet, M., & Burroughs, S. (1997). The mentor’s perspective: A qualitative
inquiry and future research agenda. Journal of Vocational Behavior. 51, 70-89.
Allen, T., Russell, J. & Maetzke, S. (1997). Formal peer mentoring: Factors related to
protégés’ satisfaction and willingness to mentor others. Group and Organizational
Management. 22(4), 488-507.
Axelrod, B., Handfield-Jones, H. & Welsh, T.A. (2001). War for talent (Part 2).
McKinsey Quarterly, 2, 9-12.
Baron, T. (2000). IT talent shortage renews interest in mentoring. Information Week 24
April,166-168.
Barrett, A. & Beeson, J. (2002). Developing Business Leaders for 2010. R-1313-02-RR.
NewYork: Conference Board, Inc.
Barrett, C. (2005). Performance and potential 2005-06: Trends reshaping our future.
Conference Board of Canada. 1-5.
Benimadhu, P. & Gibson, J. (2001). Leadership for Tomorrow: Playing Catch Up with
Change. Conference Board of Canada. 327-01, 1-35.
Biech, E. (2003). Executive commentary on mentoring. Academy of Management
Executive.17(4), 92-94.
Chamaz, K. (2000). Grounded theory: Objectivist and constructivist methods. In N.K.
Denzin& Y.S. Lincoln (Eds.). Handbook of Qualitative Research (pp. 509-535).
Thousand Oaks,Sage.
Chao, G., Walz, P. & Gardner, P. (1992). Formal and informal mentorship. Personnel
Psychology. 45(3), 619-636.
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Conklin, J. (2002). The benefits of mentoring. Quality Progress. 35(11), 91.deJanasz, S.
& Sullivan, S. (2004). Multiple mentoring in academe: Developing the professorial
network. Journal of Vocational Behavior. 64(2), 263-283.
Dreher, G. & Ash, R. (1990). A comparative study of mentoring among men and women
in managerial, professional, and technological positions. Journal of Applied Psychology.
75(5),539-546.
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4. To study characteristics of toxic culture and test whether toxic culture exists in
management institute.
5. To study relationship between negaholism and toxic culture.
Negaholics and Negaholism
Negaholics are omnipresent and it is really unfortunate to observe the increase in
number. Negaholics are major source of spreading negativity at workplace. Negaholism is
dysfunctional, counterproductive and contagious in nature. It spreads like any epidemic in the
organization. Negaholics carry a negative attitude towards work and creating controversy,
they divert the attention of the group and make the group stray. Negaholics are selfish, too
much critical, risk averters, impulsive decision-makers and have problems with their peers and
superiors.
The 14 different types of Negaholics are
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I don't know:
Who carry 'I don't know' attitude. They refuse to shoulder responsibilities by saying
that they do not know how to do a particular job.
Silent:
They are misfit for team working and do not enjoy the company of others.
Intimidators:
They form small informal groups and more involved in politics. They create fear of social
boycott and distract others from work.
Others are not doing:
They blame their counterparts for not performing and not completing their tasks.
Show is on:
They manage to convince others that it is because of them that work is being done and the
show is on and make themselves unnecessarily important.
No people skills:
They are master in technical skills but is least capable of interacting with others.
They lack in soft skills.
Social Butterfly: Talkative
Who spend their time in interacting with others and pose a problem by asking too
many questions
Rookies:
Individual with less experience or fresh graduates are referred to as rookies and
having their own ideas and philosophies which might be different from the those of
organization. Rookies might consume or waste the time in getting familiar with the
environment by asking questions, seeking advice.etc.
Over Sensitive:
Who are highly emotional? They lack in emotional intelligence and waste time by
reacting emotionally to the surroundings and co-workers.
Toxic Cultutre
Characteristics of Toxic Cultures
1) They become focused on negative values. They make work better for adults, even if it
takes away from students. They conduct routine boring classes that follow the rules.
They serve only a small group of elite students and spurn others who deserve to learn.
They focus on primarily achieving outcomes that are unimportant, too basic, or
undemocratic.
2) They become fragmented; meaning is derived from subculture membership, anti- student
sentiments, or life outside work.. Schools are isolated cells that people enter in the
morning and leave at night. Isolated but powerful departmental or grade-level fiefdoms
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rule the roost. They form small cohort groups ... subcultures ... (with] significant
fragmentation increases friction and leads to sabotage and outright warfare.
Fragmentation decreases the sense of shared mission and purpose. Staff members, like
teachers, go through the motions. Little cooperation takes place.
3) They become almost exclusively destructive. Teachers talk about faculty meetings like
they were Sarajevo fire-fights, with everyone 'sniping' and 'attacking' each other. Groups
of 'negaholics' harass and attack anyone who is trying to improve the situation, develop
new instructional techniques, or simply behave in a professional way. Teachers and
staff spend their energies protecting themselves, hiding out, or withholding
participation.
4) They become spiritually fractured. There is often a lack of positive values or any sense
of integrity. Most people display a sense of anomie, hopelessness, narcissism,
unreflective mindlessness, or 'undeadness' (a condition between being alive and
being dead).
Research Methodology
The study of Negaholics (Negativity at work place), Toxic culture within organization,
Management Practices followed and the views of teachers about Management Policies is
conducted. A survey is conducted by circulating questionnaire containing questions related to
Negaholics and Toxic culture. Total 89 respondents participated in survey.
Negaholics Score
The Negaholics score is computed by assigning score to each type of negaholics as 2 for
Not at All, 1 for Sometimes and 0 for Always and for some questions 2 for Yes and 1 for No
answer. There are total 19 questions related to 14 types of negaholics. Thus the maximum
Score if all negaholics characteristics are shown then it will be 38. We say that some
characteristics are shown occasionally this the score obtained by respondent may be less than
38 but will be higher than 15. The negaholics score distribution is shown as frequency as
below.
Table 1: Negaholics Score
Score Frequency Percent Valid Percent Cumulative Percent
13.00 12 13.5 13.5 13.5
14.00 12 13.5 13.5 27.0
16.00 21 23.6 23.6 50.6
17.00 12 13.5 13.5 64.0
18.00 32 36.0 36.0 100.0
Total 89 100.0 100.0
Hypothesis 1:
There exists one or more type of negaholism in teachers members of management
institute.
H10: There exists at negaholics in teachers members of management institute.
µ >= 15
H1a: There is no negahlics exists in teachers members of management institute.
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µ < 15
The hypothesis is tested by performing One-sample T-Test.
Table 2 : One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Negaholics Score 89 16.1798 1.82509 .19346
Table 3 : One-Sample t-Test
Test Value = 15
t Df Sig. (2-tailed)
Negaholics Score 6.098 88 .000
Interpretation : The mean of negaholics score µ is 16.1798 which is higher than 15 and
t-test results as the P-Value is < 0.00001. The result is significant at p < 0.05.
Thus the Null Hypothesis “There exists at negaholics in teachers members of
management institute” is accepted and Alternative Hypothesis is rejected.
Hypothesis 2 : Male and Female shows same negaholics behaviour.
H20: Male and Female shows same negaholics.
µm = µf
H2a: Female shows more nagaholics than male.
µm < µf
The hypothesis is tested using independent sample t-test as follows
Table 4 : Group Statistics
Gender N Mean S.D. S.E. Mean
Negaholics Score Male 35 16.3714 1.41600 .23935
Female 54 16.0556 2.05046 .27903
Table 5 : Independent Samples Test
Levene's Test for Equality t-test for Equality of
of Variances Means
F Sig. t df Sig.
Negaholics Equal variances 8.729 .004 .796 87 .428
Score assumed
Equal variances .859 86.602 .393
not assumed
Interpretation : Male has mean score 16.3714 and Female has Mean Score 16.056 it
means both has score approx. Equal to 16. And the p value is 0.004 which is less than 0.05
thus Null Hypothesis “Male and Female shows same negaholics” is accepted and
Alternative Hypothesis is rejected.
Hypothesis 3 : Toxic culture exists in Management Institute.
H30: There is toxic culture within organization.
µ >=13
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H3a: There is no toxic culture within organization.
µ < 13
The hypothesis is tested using one sample t- test.
Table 6 : One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Toxic Culture Score 89 13.63 1.681 .178
Table 7 : One-Sample t-Test
Test Value = 13
t df Sig. (2-tail) Mean Difference
Toxic Culture Score 3.531 88 .001 .629
Interpretation : The P-Value is 0.001. The result is significant at p < 0.05. Thus Null
Hypothesis is accepted.
HYPOTHESIS 4 :
There is a relation between negaholics and toxic culture within management institute.
H40: There is relationship between negaholics and toxic culture.
N T
H4a: There is no relationship between negaholics and toxic culture.
N ≠T
The hypothesis is tested using Non Parametric Correlation Kendall’s-tau method.
Correlation
Table 8 : Non Parametric Correlation
Negaholics Toxic Culture
Score Score
Kendall's Negaholics Score Correlation 1.000 -.198*
tau_b Coefficient
Sig. (2-tailed) . .022
N 89 89
*
Toxic Culture Correlation -.198 1.000
Score Coefficient
Sig. (2-tailed) .022 .
N 89 89
*. Correlation is significant at the 0.05 level (2-tailed).
Interpretation: The correlation is –ve significant as p value is 0.022 which is less than
0.05. As Negaholics decreases the toxic culture decreases. Thus Toxic culture is dependend
on Negaholics. Thus the Null Hypothesis is accepted and Alternative Hypothesis is rejected.
Conclusion
More than 50% of teachers show sign of nagaholism.
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One of other kind of negaholics exists in Teachers.
Male and Female teachers shows same sign of negaholics.
The negaholism and toxic culture are related. Becuase of negaholism toxic culture is
developed within organization.
Recommendations
1. Avoiding Negaholics
Teachers show at least one type of negaholics within them and negaholics exists within
Management Institutes. To reduce negaholics following recommendations are suggested.
Gossiping should be avoided at work place.
Each teacher should be involved in work. Programs like Team Building, Effective
Manager etc. Should be conducted to avoid I-Don’t-Know behaviour of teachers.
All work should be clearly defined to avoid manipulations within it.
Motivational Activities should be conducted to reduce emotions and oversensitivity
towards work.
Healthy environment should be created to avoid grumbling.
Work of everybody should be appreciated and job rotation should be done so that each
can do most of the job. This is avoid I-Know-All attitude of some employees.
Identify Silent members and inspire them to participate in activities.
Avoid forming small groups and politics within organization. This can be avoided by
Team Building and Motivational Activities.
Warn Talkative and Social Butterfly type of people.
Design proper reporting system to avoid others not Doing type of complaints.
Establish better interaction and communication system within organization.
Overall to deal with negahlics within organization follow following
Effective Communication conveying - what is expected from them
Follow Open Door Policy
Don't fuel Grapevine (unnecessarily)
Develop a work mind - Don't encourage unproductive activities
Provide ample opportunities as per capabilities and capacities
Transparency and healthy organization tradition for trust and mutual respect
Increase Accountability by asking for suggestions and solutions for the problems
Inculcate the habit of team work in the organizational settings
Countercheck that they are not taking undue advantage of other performing team
members
Objectivity to be followed with carrot and stick
Approach after performance appraisal
Follow the principle of Management by Exception in certain cases
Training in case of operational problems, specifically for rookies
Counselling Method
Warning - in worst cases
They should be warned about the outcomes of their behaviour and its
consequences they might have face
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Treat each individual in a specific manner
Avoiding Toxic Culture
Toxic culture can be avoided, if following steps are followed.
Engage employees in Productive work.
Develop positive and flexible culture.
Create credibility amongst employees.
Develop initiative and ownership amongst employees.
Employee should concentrate on focus, structure, and discipline.
Continuous adaptation to changes should be implemented.
To avoid toxic behaviour of employees preventive measures are to be taken as follows.
Primary Prevention :
The most powerful prevention strategy is using practices that prevent people with these
traits from being hired in the first place. Approaches like self-assessment instruments and "360
degree" observer ratings work better in detecting potential problems should be used.
Secondary Prevention: It is also valuable to detect problems early and intervene to
minimize its harmful impact. This means detecting the behaviours early in a person’s tenure
and minimizing its impact. This can involve providing some education and coaching about
toxic behaviours.
Tertiary Prevention: If all attempts at primary (selection) and secondary (early
detection/management) prevention are ineffective, the only thing left to do is let the employee
go before even more damage is done.
REFERENCES
[1] What is a Negaholic - by Mr.Chistopher Thompson, President Catch 22 Solutions
available from www.catch22solutions.com
[2] Negative or Unproductive Co-workers have nothing to do with you – by Ms. Ruth Klein,
Management Consultant to Fortune 500 available from www.ruthklein.com
[3] Dealing with Negaholics – a presentation by Dr.George Anderson at 2008 TMHRA
Conference, South Padre Island.
[4] Dealing with Negaholics – an article by Dr. Vikas Shrotriya in HRM Journal, ICFAI
March 2009.
[5] Book Review of Toxic Cultures by Dr. Deal and Dr. Peterson
[6] Shaping School Culture The Hearl of Leadership by Deal. Terrence and Kenr Peterson.
(1999), San FranCISCO. California, Jessey-Bass Publishers. pp 121·122.)
[7] Negaholics: How to Overcome Negativity and Turn Your Life around By Cherie
Carter-Scott (Author) , Ballantine Books Inc. (1 Jun. 2000)
[8] Avoid a toxic school culture by being a Mythbuster by Richard Bruford on site
http://connectedprincipals.com/archives/11645 )
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Organized retailing refers to trading activities undertaken by licensed retailers, i.e. those
who are registered for sales tax, income tax, etc. These include the corporate backed
hypermarkets and retail chains and also the privately owned large retail businesses.
Unorganized retailing, on the hand, refers to the traditional formats of low cost retailing, for
example, the local kirana shops, owner manned general stores, convenience stores, hand cart
and pavement vendors etc.
The first few companies to come up with retail chains were in textile sector, for
example, Bombay Dyeing, S Kumar's, Raymond’s, etc. Later Titan launched retail showrooms
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in the organized retail sector. With the passage of time new entrants moved on from
manufacturing to pure retailing Retail outlets such as Food world in FMCG, Planet M and
Music world in Music, Crossword in books entered the market before 1995.
Literature Review:
The size of the domestic market, particularly the burgeoning middle class of over 350
million people, is providing the desired growth impetus to the retail industry. Young consumer
market with over 65% of the population under the age of 35 years which is relatively well
educated and economically active is fuelling the Indian retail Sector growth. Rising per capita
income is helping the sector grow. Research shows a constant increase in per capita spend
since 2010. There are 46 shopping mall exists in Pimpri Chinchwad area. With this growing IT
hub and traditional automobile hub in Pimpri Chinchwad‘s increasing population- younger
generation is active in fuelling the shopping malls. Total retail spending is estimated to double
in the next five years.
The food and grocery format is the highest contributor to the retail sector with the
maximum contribution coming from traditional retailing, while penetration of modern retail is
highest in the clothing and fashion segment, at 23% of the growth. From traditional
neighbourhood stores, super markets, hyper markets, department stores and specialty stores
have emerged. The Indian consumer is spoilt for choice and continues to be grossly pampered
by retailers.
Online retail format, which is around 6% of the total e-commerce segment, is estimated to be
growing at a Compound Annual Growth Rate (CAGR) of 70%.
Assuming one front end customer associate for every 300 square feet of retail space
created India would need approximately an additional 2,10,000 customer associates in the next
three years. Jobs in the organized sector includes those at the malls, discount formats ,stop
over formats such as those within the petrol bunks, departmental stores, brand retail chains
,specialty retailers, hypermarkets ,supermarkets in a cross section of products and services –
fashion, food, grocery ,consumer durables ,FMCG ,lifestyle goods etc. newer formats like
cellular/mobile shops, retailing by IT voice and video applications etc. will be dominant in
offering jobs in retail –especially front end sales and customer service jobs. The following
table depicts the human capital and its share in organized retail.
Human Capital In Organized Retail (% Share)
Retail Forms Percentage share
Food & grocery 17%
Beauty & body care 3.56%
Books, music & gifts 13.08%
Pharmacies 2%
Jewellery& watch 10%
Footwear 32.84%
Clothing & textile 36%
Home décor & furnishing 8.76%
Consumer durables 17.04%
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Source: http://www.docstoc.com/docs/27855682/An analysis of Indian retail industry
Retail Stores formats in India:
Hyper marts/supermarkets: large self servicing outlets offering products from a variety
of categories.
1. Mom and pop stores: they are family owned business catering to small sections; they are
individually handled retail outlets and have a personal touch.
2. Departmental stores: : are general retail merchandisers offering quality products and
services.
3. Convenience stores: are located in residential areas with slightly higher prices goods due
to the convenience offered.
4. Shopping malls: the biggest form of retail in India, malls offers customers a mix of all
types of products and services including entertainment and food under a single roof.
5. E –trailers: are retailers providing online buying and selling of products and services.
6. Discount stores : these are factory outlets that give discount on the MRP.
7. Vending : it is a relatively new entry, in the retail sector. Here beverages, snacks and
other small items can be bought via vending machine.
8. Category killers: small specialty stores that offer a variety of categories. They are
known as category killers as they focus on specific categories, such as electronics and
sporting goods. This is also known as Multi Brand Outlets or MBO's.
9. Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Chinchwad's Crossword Book Store and RPG's Music World are a couple of
example.
Human Resource Management in organized retail
Recruitment: Depending on the size of the number of vacancies or if it’s a new store
then campus recruitment is done or recruitment is done through recruiters and
consultants. For shop floor sales requirement advertisement is put up in the local news
papers.
Selection: Selections are based on group discussions & interviews. Some retailers take
an entrance test followed by group discussion and personal interview.
Performance Appraisal: It is one of the most controversial systems within human
resource. No one in any organization is ever happy with the system because it explores
the bitter truth of an employee. It is inherently conflict based because it is subjective and
differs from person to person.
Training and development: Retail industry has finally taken shape in India, and is
experiencing a rapid growth. Since organized retail is growing tremendously procuring
trained human resource for retail is a big challenge. The talent base is limited and with
the entry of big retailers in the market there is a huge demand of trained and skilled
professionals in this sector. This has led many retailers to introduce Learning and
Development department within the organization.
Compensation: Compensation is payment for services rendered to an organization by
an employee. Compensation may me direct or indirect compensation & is a motivator
for employees at all levels.
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Rewards, Incentives and Recognition: Every retailer is looking at various ways to
motivate their employees and reduce attrition rate. Introduction of rewards, incentives
and recognition of employee is increasingly becoming popular within the industry.
Retailers like PRIL have launched PERK Performance Enhancement Reward Kit and
star performer of the month in their stores. They are used to reward performance at the
individual, team and organizational level.
Employee Discipline: It is a management tool to correct employee behaviour
Research Methodology:
The present study will provide a clear picture on the issues related to the HR practices
and its impact on employees. The study will also focus on the various problems and challenges
faced by the HR department in procuring and retaining the employees of organized retailing
companies in area of Pimpri Chichwad. The study is exploratory which uses the secondary
data for its major data source. The secondary data has been collected from Books, Periodicals,
News papers, Journals, Internet. To have support we have visited the HR managers of the 5
shopping malls and analysed the discussion of the same.
Objectives:
The major objectives of this study are:
1) To study the human resource management practices pursued in the organized retailing
2) To study the role and scope of HR in retail sector.
3) To study the various problems and challenges ahead for HR managers in the
implementation of HRM practices in organized retail outlets.
Data Analysis:
Current HR Challenges
Company Strategy. HRM has to adapt its entire program to the company’s overall vision
and strategy. It is known that organizations with good human capital management generally
create substantially more shareholder value than other companies. The significance of human
capital is especially visible in the case of a merger. The success of a merger depends much
more on the competencies of the staff and management than on other aspects, such as finance,
IT, and production. Hax and Majluf (1991) feel that it is therefore essential for well-planned
practices and highly efficient HR functions to be aligned with the business of the company
concerned. An HR strategy must be “comprehensive” in the sense of addressing all the
different personnel and HR activities central to the long-term development of the firm’s
businesses. HRM departments have to conceptualize and structure business plans with detailed
operations extending from the current to the future state of strategy, organization, and action.
These must be based on the organization’s mission and common values.
Added Value Management. This confronts HRM with the critical question of what
actions add measurable value to the business. There is less certainty about the central
direction and more about committed management setting the right tone within the
organization for defined values to flourish. Commitment in the form of personal
engagement and belief in the organization and its concepts is important. HRM has to
support this by elaborating concepts and criteria for their evaluation, some of which
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should be revised annually. The following behavioral aspects of the workforce should be
included in the HRM concept:
Personal Honesty and Integrity
Self-Motivation and Entrepreneurial Style
Ability to Communicate the Values and Benefits
Encouraging Others to Want to Work with the Company and Share Its
Values; Pride in the Company
Training and Developing, Coaching and Mentoring: Developing People.
Change Management. The most important drivers for change are globalization,
technology, and a workforce that is increasingly knowledge-based .Ulrich has stated that
there is a need to redefine firms’ performance less in terms of cutting cost and more in
terms of profitable growth (Ulrich 1997). Managers have to be able to make changes
happen of their own volition and also to support the company in its drive for sustained
success. Managers have to be able to empower their own staff. Moss Kanter (1989)
states that it is only through true empowerment that staff will really contribute to the
changing needs of a business, since they will then be doing things because they
understand them and for the right reasons, thinking and reflecting on the changes and
their likely impact, and above all feeling at ease with the implementation of change.
Change management recognizes the need to reflect on the manager’s role in the
management of change, the identification of problems, and the ability to make changes
in either a programmed or a non-programmed manner. HRM has to take account of the
risks required for the achievement of change in the company.
Recruitment and Retention. Employee recruitment and selection is one the most vital
HR functions. However, the retail industry is faced with difficulties in attracting highly
educated people. Nonetheless there is a positive trend for change. The challenge for
HRM is to show the attractiveness of the retail sector and ensure that appropriate
training and careers are available, so that this sector can take a leading place in the
competition for available talent. Retail has recently been promoting opening up access to
its workforce by declared rejection of discrimination on the grounds of gender or race,
and, lately, also by employing more elderly persons. It is also necessary to build up
programs for part-time workers. The ability to value diversity within the workforce is a
strength, provided that this is backed up by continuous training and correctness. Many
organizations run courses on this aspect, usually under the title of “Increasing Self-
awareness,” as the ability to understand one’s impact on others is a powerful skill. Next,
retention focuses on the goal of keep well-performing staff in the company. This
depends not only on interesting work, fair compensation, and a motivating climate and
management culture, but also on transparent and achievable career paths combined with
a supportive management that provides guidance.
Employability and Continuing Education.
This is a major area of challenge to most employers, but especially those who employ
large numbers of staff, as retailers do. Staff have to take retraining in order to adapt to a
constantly changing external environment. It is a question of mind-set, working environment,
and attitude towards self-responsibility. The future will be characterized by the following
needs, amongst others:
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The need to handle increasing complexity
The need for continual enhancement of the management skill sets known as “Life-
Long Learning,” i.e. the ability to adapt to changing environments, challenges and
technology.
The need for a positive attitude to newly emerging opportunities: Managers themselves
have to become life-long learners. This is of particular importance to the changing
generations. The process can be aimed, for example, at obtaining further business
qualifications, such as an MBA, a marketing diploma, or HRM qualifications, or
attending training courses on key skills, such as leadership, or personal development
workshops. Some universities are now offering master’s degree courses on work based
learning in which projects are directly related to the learning environment of the
individual student’s workplace. Analysis of actual work problems can be counted as a
credit toward an MA or a MSc. Classroom training fostering positive acceptance of new
structures, topics, and technologies is necessary.
The need to communicate regularly and precisely, and transmit meaning and values:
While the company will provide support, it will be the individual managers who have to
“drive” their own learning and that of others in periods of intense change, often using
technology such as video conferencing or E-learning / blended learning to pursue their
studies. HRM needs to consult with managers on how best to use modern methods.
The need for creative management: This can be the way to bring new insights into
common view or to introduce new issues as an area for the HRM specialist to develop.
Many managers are locked into their own reality or their own version of their world,
allowing themselves to be trapped into a mind-set of either success or self-perpetuating
failure. One growth is for managers not to allow themselves to be trapped in a “psychic
prison” (Morgan 2001) of their own making, causing them always to see retail in one
dimension only
The need to manage attrition: According to the Deloitte Compensation Trends Survey
2013, the major reason for attrition as indicated by participating companies were:
Better career opportunities
Better pay elsewhere
Pursuing further studies
Suggestions:
Over viewing the above mentioned data and its analysis we can predict following
suggestion the HR professionals in the organised retail sector in India.
1. Strong Training: A lot of emphasis on development of internal talent pool via
development centres and assessment centres and they can introduce Rigorous training
calendar for front line as per availability of time and manpower without peak hours
2. Compensation pegged higher than other formats : Strong reward & recognition programs
3 Career Movements based on certain curriculum and tests: The tests comprise of product
knowledge, process knowledge & customer service Whenever a new store comes up,
internal hiring is undertaken. Old employees move to new stores. All of the above have
resulted in attrition of less than 30% for this company. Other prevailing practices
adopted by companies to address attrition.
4. Competitive incentive schemes for stores : Celebrating retail incentive day, etc
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Find the right talent that is willing to commit over the long-term: Many retailers have
taken various measures to control attrition – a prevailing issue in the sector. Companies
typically track attrition very frequently by formats, location and levels. Post roll out of
initiatives, companies have experienced reduction in attrition.
Conclusion:
Retailers today are focused on drawing customers into the stores to drive sales while at
the same time reducing cost overheads. On the other hand, this poses huge challenges with
respect to dealing with the short supply of qualified, future-ready talent, sustain-ing high
performance and retaining key talent.
The HR needs to come up with new initiatives for the welfare of the staffs. They should
provide recreational facilities to them, at-least once in a month the HR needs to interact with
every individual employee and address to their personal issues, and need to highlight the same
to the management.
The HR also needs to be involved with the team, understand the effort they are putting in
while working for extra hours, around fifteen to eighteen hours. The HR’s job is a tough job as
he has to cater to employees.
Beyond the impact of globalization and mergers and acquisitions, retail organizations
continue to struggle with the recruitment of service-oriented employees. Therefore, the key
question for the retail organization in India is how they can sustain high performance whilst
battling both economic challenges as well as talent shortages, the given suggestions can
definitely assist HR professional to keep themselves safeguarding the organisational culture so
that their ultimate goal of earning profit can be achieved.
REFERENCES:
[1] www.ripublication.com
[2] https://www.academia.edu/people
[3] http://www.ripublication.com/gjfm-spl/gjfmv6n6_01.pdf
[4] http://www.researchgate.net/publication/225885005
[5] http://www.slideshare.net/hemanthcrpatna
[6] http://indianresearchjournals.com/pdf
Books:
HRM by K. Aswatthapa 9th edition
Research Methodology by Kothari C R 5th edition
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company has to do would be to include a short advertisement into their already existing
website.
Prospective employees would simply have to apply directly to the company for the job,
or indicate their interest in working for a particular brand, after which they would be called for
the interview. This means that today, companies have in fact become their very own 'agencies',
which invite the so called 'passive' job seekers into a database for future reference, when jobs
may become available. Those companies that have a high turnover division, such as, for
example, a call center, have been the first to recognize the benefits of e-recruitment, and also
of maintaining a database where the names and other details of potential future employees
may be stored for easy referencing at a later date.
Some company career sites provide a facility for potential employees and job seekers
wherein they may be able to create a personal account with an e-mail address and a password,
and give relevant information about themselves through an online application form, which
would be made available to the employers for their own perusal."
Widely Used Social Networking Sites as New Business Phenomenon
LinkedIn , Facebook , Twitter, Any type of virtual interpersonal communication, Media
with social interaction , Various forms of user-generated content and the collection of websites
and applications that enable persons to interact online ,Transforms people from content
consumers to content producers, x More than one-half (56%) of the organizations currently
use social networking websites when recruiting potential job candidates. This is a significant
increase since 2008, when a little over one-third (34%) of organizations were using these sites
as a recruiting tool. Among organizations that used social networking sites for recruiting, the
most utilized social networking website in 2011 was LinkedIn (95%). This was followed by
Facebook (58%) and Twitter (42%).
The percentage of respondents who believe that social networking websites are efficient
for recruiting non-management, management and executive-level employees has increased
significantly since 2008 Networking sites are changing the way that organizations manage
their talent in several ways:
Firstly, organizations today are able to reach out prospective employees and
communicating to them better easier while building their employer branding;
Secondly, they are also able to create a linkage with their own employees, both because
employees can connect and talk to each other helping in creating a linkage with each other and
also because employers can communicate to them using these forums.
Thirdly, networking sites have become channels to observe and listen what others are
saying about the organization; finally, is also helping organizations to manage their alumni
networks more efficiently.
Objectives:
To study job portals in recruitment efficacy with relation to manage selection and
retention of employees.
To evaluate the role of social networking website on business.
To analyze pros and cons of e-recruitment for organization and for employees.
To analyze how e-recruitment can affect organizational ability to select and retain staff
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Research Methodology:
This research paper is based upon descriptive analysis and based on secondary data
.Data sources would be internet portals, websites, newspapers, research articles, journals and
papers, business magazines etc.
Exceedingly Used Top 10 Social Networking Sites In India:
1. Facebook: Facebook is the best social networking site at present and the second most
visited site in the world after Google. In India it got the third Rank based on ATR and
this is on the top of our ranking list. Facebook is already most visited social networking
website in many countries.
2. Google Plus ATR of Google+ is 1 in India and it is the First most popular social
networking site in India. Google+ is most popular in Paraguay and Brazil with Alexa
Rank 1 & 1 respectively. Google+ was very popular in India as well as others countries
3. LinkedIn In India, LinkedIn Got the second most used professional social networking
site based on ATR which is 11. LinkedIn is most popular in Netherlands with Alexa
Ranking
4. iBibo Ibibo is currently doing well with ATR 24 in India. Ibibo is the fourth Most
Visited Social Networking Site in India. I think their Social Networking Games like
facebook are helping them to increase the user base and hence the ranking as well.
5. Bharat Student BharatStudent.Com is the 5th most popular Social Networking Website
in India with ATR 57.
6. Myspace Myspace is also most used by Indian Users. They Got ATR 117 in India 117
and Myspace is most popular in US with Alexa Ranking 28.
7. Hi5 Hi5 .Com is also most popular in India with ATR 359 and it is the 7th Most Popular
Site in India. Hi5 is most popular in Angola and Mongolia with Alexa Ranking 6&7
respectively
8. Fropper Fropper is the 8th Most Visit Social Networking Site in India with Alexa
Ranking 647 and mostly used in India.
9. Bwithyou Bwithyou.com is another social networking sites in India and it is the 9th
Most popular site with Alexa Rank 2700. It is most popular in India and USA
10. Perfspot Perfspot.com got the 10 position in this list with ATR 3700 in India. It is most
popular in Syrian Arab Republic with ATR 243 These are some highly used social
networking sites and maintained by the organizations to keep itself updated and to save
time, money and efforts. Basically these sites if utilized effectively may increase the
output and will result in increased productivity.
Job Portals
When it comes to recruitment’s for best jobs in India, Internet is fastest medium to
search relevant job for you. Most of the job sites in India are not only available on laptops but
they do provide Smartphone App to search best job in India. We are listing here top 5 job
portal sites in India.
Naukri
www.naukri.com Naukri.com is one of the most comprehensive job searches and a
plethora of opportunities. Clean interface provides excellent results across all categories. It
also offers resume building services and resumes flash through web based and sms alerts. It
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focuses on matching job opportunities with the applicant’s unique skills and provides a salary
bench-marking and gives good opportunity to freshers and experts too. Easy to manage your
existing account or you can search directly to any job without even login to the job portal.
Quick access to
Monster India
www.monsterindia.com Monster Worldwide Inc has built a Monster.com so well and
managed it reputation to provide best jobs in India, having the main objective to enable the job
seekers find out about job/career avenue. It allows to keep some of your information
confidential as per your request. User can also define the access level to the every part of your
profile. Nice and easy website layout provides you a comfortable search. Also a facility to
learn about the interview and other things required to do job preparation
Times Jobs
TimesJobs.com site contains all types of jobs and helps individuals to find out job of
his/her choice. It also offers a separate portal for jobs in Middle East. Quick search to huge
number of job opportunities, filter them based on your skills, designation, location or
experience. It also portray featured employers and companies who are hiring at the current
moment.
Skillpages
www.skillpages.com Skillpages is an example of the latest trend job site portal, It does
not make you feel bore at all. The user interface is so interesting and look similar to Facebook.
Nice idea of posting jobs and job seekers can directly reply or contact to the company or
individual. Build your network on Skillpages and recommend true people you know to help
them getting correct job. This job searching Website for India has found the way to search job
by doing social network.
Glassdoor
www.glassdoor.com Glassdoor gives an opportunity to have an inside loot at jobs and
companies. Take a company reviews, salaries from the best companies and cool interview tips.
It also gives a detailed analysis to salaries from best companies of India by category wise.
Other Job Site in India to Explore:
www.clickjobs.com
www.bixee.com
www.shine.com
www.careerjet.co.in
www.careerage.com
www.fresherscafe.com
www.fresherswalkin.com
http://www.freshers.in/
http://www.elitmus.com/forums
http://presentjobs.com/
http://afterbtech.com/
http://www.freshersplanet.co.cc/
http://www.freshersway.com/
www.ksrceplacement.blogspot.com
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www.presentjobs.com
www.expertjobs.org
www.it-walkins.com
www.careerenclave.com
www.referral-openings.blogspot.com
http://www.chetanasforum.com/
http://www.durgajobs.com/
http://jobs.freshersworld.com/jobs
http://www.elitmus.com/
http://www.firstnaukri.com/
http://www.afterbtech.com/
http://www.sarkari-naukri.blogspot.com/
www.TalentPool.asia
Impact of Social Networking Sites and Job Portals on Business and Recruitment
Contact with employees can be difficult for management. Social networking websites
provide an opportunity for management to have faster contact with their subordinates. If there
is an issue that needs immediate attention, a manager can send a message through social
networking websites and the internet to their employees to get the information they need to
make a decision.
According to Swartz (2008), “corporate social networks also cut down on unnecessary e-
mail and instant message among co-workers.”
Social networking websites reduce the amount of time it takes for a job to be completed
because they cut down the amount of time it takes for employees and management to contact
each other. Information is easily found through the Internet. Social networking websites can be
one of the fastest ways to obtain information. “Organizations are actively leveraging the
power of social networks to find new business opportunities, new groups of like-minded
individuals and companies, and new sources of industry specific wisdom, advice and
expertise” (Wilson, 2009).
Social networking websites allow companies to find and share information about
different marketing strategies and techniques. Among the benefits of social networking in the
workplace, company presence can be maintained. Social networks can act as an advertising or
marketing tool to help the company reach out to both potential employees and customers.
Wilson (2009) says “a logical extension of this is to employ people to spend their
entire day maintaining the sanctioned company presence on various social network sites,
acting as a company’s ‘voice.’”
Data Analysis And Interpretation
Student Accessing Internet Daily.
Most of students are using social networking sites as they are spending their most of the
time by accessing the internet daily and being final years, they are searching the jobs on online
and also updating themselves what happening around in and out of the world make them to
aware about social media recruitment that they can post or send their resumes to such sites.
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Some of the final year students are not aware of it, just because of they are depending on
campus recruitment and not involving or spending their time by using social sites.
Table 1: Calculation of statistic of student accessing internet daily.
Frequency Percentage Cumulative Frequency
Yes 36 80.00 80.00
No 9 20.00 100.00
Total 45 100
Awareness about social media recruitment.
To know the satisfaction level of the jobseekers,it has been found that most of the
students are satisfied, some are very satisfied by applying the jobs on social sites, they felt its
very useful to know about the details of jobs, and companies, also shared that those sites quick
in responding and so easy to search the jobs. Some are got the job on LinkedIn but due to
some personal issues they didn't join.
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Others 2 4.45 100
Total 45 100
Table 4: Calculation of statistics for knowing the source which will help to get the quality
candidates
Strongly Strongly
Source Disagree Neutral Agree
disagree agree
Referral 0 5% 15% 45% 35%
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Strongly Strongly
Source Disagree Neutral Agree
disagree agree
Direct Sourcing 1% 3% 8% 42% 46%
Internal Transfer 2% 7% 12% 35% 44%
Social Networking
2% 9% 15% 49% 25%
Sites
Corporate Career sites 5% 6% 25% 35% 29%
Campus Recruitment 8% 12% 24% 48% 8%
Search Engine
7% 6% 28% 35% 24%
Optimization
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will be become more effective in the HR functions and it will be low cost of recruitment for
the company compared to other traditional methods of recruitment and also they have felt that
social site like LinkedIn will become more effective tool to search the candidates as it is the
professional site and professional interactions will be carried out. Management and
consultancies are ready to implement this modern method but they feel, need to learn.
REFERENCES:
[1] http://www.slideshare.net/monikakunwar/the-role-of-social-networking-sites-in-
recruitment
[2] A study on recruitment through social media in the IT industry-(International Journal of
Research in IT, Management and Engineering Volume3, Issue12 ISSN: 2249- 1619
www.gjmr.org )
[3] Social Networking Sites: A Fad or a Breakthrough in New Age Recruitment (Global
Journal of Management and Business Research Volume 12 Issue 3 Version 1.0 March
2012 Publisher: Global Journals Inc. (USA) Online ISSN: 2249- 4588 & Print ISSN:
0975-5853)
[4] Recruitment through social media area – Human resources (IOSR Journal of Business
and Management (IOSR-JBM) e- ISSN: 2278-487X, p-ISSN: 2319-7668, PP 37-41
www.iosrjournals.org
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Background of the Study:
With some of the recent examples that has been seen in the spheres of Indian business,
the concept of succession planning has gained quite a momentum in the board rooms. Industry
has experienced smooth crossovers at some of the instances and has seen hindrances at many
places while coming through succeeding over to the new leaderships. Without proper strategy
and well established process, organizations tend to fail personnel effectively for leadership
development and succession planning.
When the employee is getting retired, it will cause a vacuum at senior levels unless talented
employees have already been identified and prepared to provide a pool of candidates to fill
those positions. Without available trained personnel ready to fill the voids left by retiring
workers, the continuity and efficiency of agencies and programs will be negatively impacted.
Objective:
The objective of this paper is to highlight the sound practices for optimal development of
the leadership in manufacturing sector. Leadership succession is as much an issue for
manufacturing companies as it is for any other businesses. Amidst multiplying competition
from domestic and multinational sectors, dynamic changes on the economic front, and the
inevitable need to globalize, the Indian companies are faced with the leadership succession
challenge like never before.
The study of our research is primarily focused on the perceptions of top management in
the manufacturing industry and the implementation of succession planning. The research paper
shall try and elaborate on the 20 best practice manufacturing organizations in and around Pune
on the subject of leadership development and succession planning. The research is intended to
be an empirical one as far as collection of data in terms of information is considered. Further
the research will try to make a qualitative analysis of the data collected.
The outcome of the study would help companies to formulate suitable programs and use
appropriate methods to improve the organizational performance through the practice of
succession planning.
Significance:
With the ever changing structure and working of business, the nature of managing
business has changed immensely. Also with the entry of more educated workforce, their
outlook towards the work has not been quite the same. Many of the entrants may not be
thinking to stick up to the job for a long time like the old days. At the same time due to
increasing competition, organizations are forced to be more and more competency driven than
ever.
These types of situations tend to create a void at various levels after every now and then.
Hence, future performance of any company is reliant on today’s succession planning
leadership development strategies. Over the past several years, it is observed by senior leaders
and human resource personnel within the manufacturing organization that a large number of
service workers become eligible and retire in the near future. Many senior leaders of such
organization fall into this category and the large retirement of these people would create a big
void.
When it comes to training it takes time to identify and develop a pool of candidates for
senior level positions. It can be done through various ways like informally preparing
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successors, rely on expediency, by having a documented and robust system etc. It takes many
years to build a culture in an organization. Without training a pool of candidates the
organization would lose program continuity and efficiency when the senior current leader
retires and the new leader is unaware with the previous culture. Thus, it is very essential for all
organizations to develop and implement an effective succession plan in their organizations.
Importance/Benefits of Succession Planning:
“Having right people at right place at right time” appears to be mantra of new business.
Developing a qualified pool of candidates to fill the vacancy, helping employees to understand
their career plans and aspirations, improving their ability to respond to changes at workplace
are some of the key aspects of leadership development.
Succession planning is important part of any business, large or small, family-owned or
publicly traded. It helps the organization to remain successful even after the loss of key
person, providing number of important benefits for companies that develop them. A
succession plan may help in a business to retain key employees, reduce its tax burden, and
maintain the value of its stock and assets during a management or ownership transition.
Succession plans may also prove valuable in allowing a business owner to retire in comfort
and continue to provide for family members who may be involved with the company.
Relevance with the current scenario:
Many of the companies in India and abroad have been in the news for the change of
guard and happenings around it. Some of the key happenings are discussed as below
considering two wide aspects of smooth transfer and hindrances observed during some of the
transfers;
Anji Reddy, founder and chairman of Dr Reddy’s Laboratories, transferred the shares he
personally holds in the Indian pharmaceutical company to the Reddy family’s holding
company late last year. This was in a bid to ensure “smooth succession”. The transfer
was important because it showed Reddy trusted the next generation to run the business
and control the family fortune.
Based on Dec 26, 2014 report, Hyundai Motor promoted younger executives, with eye
on succession planning. This would help to smoothen an eventual leadership succession
at the family-owned conglomerate.
With the announcement of Vishal Sikka as the new CEO of Infosys Technologies from 1
August, the company's one-year experiment in calling back its ageing founder-hero, NR
Narayana Murthy, to reinvent the company has indirectly been declared a failure.
Murthy was unable to do a Steve Jobs in his second coming, but the board is hoping
Sikka can do a Lou Gerstner, the man who reinvented IBM. In making this change, the
board effectively acknowledges three things. One: the reason is company needed fresh
ideas to lift it out of the low-growth quagmire it has gotten into. Two, Murthy, while he
brought a flurry of action and hope into the company when he was inducted last year,
also brought some baggage with him: his induction saw a procession of senior
executives leaving, including some mentioned as prospective CEO prospects. Three, in a
connected decision, the Infosys board will be ending current CEO SD Shibulal's term
early. The company indicated as much in April when it put out a statement indicating
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that Shibulal would like to retire as CEO before his superannuation date of 9 January
2015.
While there was a different scenario in APPLE. There was simply no way to predict how
Apple would do without Steve Jobs. But that didn’t stop anyone from speculating. Tech
pundit John Dvorak said, “At some point, Apple becomes like a John Wayne movie with
no John Wayne. You begin to notice something is missing. Apple without Steve Jobs is
Sony.”
When Tim Cook took over as Apple CEO, I had a decidedly different take: “Apple has a
solid foundation as the most powerful and influential technology company on the planet.
It has a unique culture, but one that Steve Jobs built to last, as he knew this day would
surely come for some time now.”
Cook’s promise that things are going to change. They have to change. There were
related The 9 Best Real-World Strategies Every Entrepreneur Should Know. Don’t fix
what isn’t broken, Keep calm and have faith; don’t try to be what you’re not.
While Tim Cook has done many things to distinguish himself since joining Apple as
head of operations 16 years ago, his actions as chief executive of this fabled company
have shown him to be a formidable leader that is equal to the challenge, holds him
accountable and sets a powerful example for others. We can all learn from his example.
The strategy used by the Apple company was; when Steve Jobs resigned from the CEO’s
post, he recommended the name of Tim Cook as the new CEO. As COO, Cook was
previously responsible for all of the company’s worldwide sales and operations,
including end-to-end management of Apple’s supply chain, sales activities, and service
and support in all markets and countries. He also headed Apple’s Macintosh division and
played a key role in the continued development of strategic reseller and supplier
relationships, ensuring flexibility in response to an increasingly demanding marketplace.
Cyrus Pallonji Mistry took over the charge after the Ratan Tata retires. Cyrus Pallonji
Mistry, Tata Sons' largest individual shareholder, will succeed Ratan Tata as chairman of
the $83-billion (over Rs 4.30 lakh crore) group after a high-profile global search ended
with the selection of the second youngest leader in the group's 143-year history.
Steve Jobs not only represents a brand, but actually a generation of users who
follow in the footsteps of his creativity. The impact that Jobs has had on everyone’s
lives can never be overestimated. Although you’re not always aware of it, his innovations
have affected everything around you, from movies, to computers, music and mobile phones.
The key to Jobs’ success is a combination of quality, innovation, and market strategies
that were designed extremely carefully. They were so effective that Apple managed to
reinvent products that were already available on the market, and got consumers to think
they had never seen anything like them before.
Steve jobs himself was not a brand. His style of promoting a new product had a
very great impact on customers because of which product of apples were succeeded. Jobs
knew the difference between what and why. That Apple makes products for people to get their
jobs done better only address what they do. But here’s Apple’s ‘why’ according to Jobs:
“Apple believes that people with passion can change the world for the better. And those
people that are crazy enough to think that they can are the ones who actually do.”
With the above three examples of Apple, Infosys and Tata Group, it puts up an
interesting case for understanding the very fact and importance of strategies of leadership
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development and succession planning. The scenarios can be different depending upon how
effective strategies are being planned by the organizations to identify the persons for key
positions after one generation gets over.
Succession planning involves making tough decisions. Developing a transition or
succession plan takes time. Apple did not complete its plan overnight. It is a fact that if a
business does not develop a succession plan, its chances of surviving into the next generation
are diminished. The lesson to learn from the Apple announcement is to start you’re planning
now – don’t wait any longer.
Literature Review:
Literature review was conducted to recognize and evaluate the merits of effective
succession planning, focusing on role that can help in improving organizational morale and
acceptance on changes. In hopes of gaining deeper understanding the process, some important
and related facts were studied. “Possibly no one previously emphasized on the value of
developing leaders from within. It’s easy to recognize which organization do not follows the
strategy in play: Often hiring the people from outside who do not fit in the culture and style of
the organization. They do not have internal training program”, Ramson (2003).
Succession planning is a deliberate and systematic effort by an organization to ensure
leadership continuity in key positions, retain and develop intellectual and knowledge capital
for the future, and encourage individual advancement (Rothwell, 2001). Succession planning
can also be defined as, a process which ensures the continued effective performance of an
organization by establishing a process to develop and replace key staff over time (King, 2005).
In this context succession planning encompasses not only top management but also a number
of other factors. It can cover issues such as the procedures necessary for a successful transfer,
legal and financial considerations, psychological factors, leadership development, and exit
strategies (Ip & Jacobs, 2006).
A literature review was conducted to identify benefits of succession planning and issues
related to its implementation. A literature review was also conducted to determine if a
succession planning survey was previously done at any workplace and, if done, how it
addressed the issue of succession planning in light of the merit system principles. No
published surveys were found.
The literature review identified five key principles that industry uses in selecting its
executives, which parallel those used in Government succession planning:
Follow standard principles of human resource selection, such as thoroughly screening
candidates. Speak to several people who have worked with the candidate. Background
investigations are also very important.
Board members should be closely involved in evaluating highest-ranking managers.
Leadership succession should not be regarded as a detached, objective management
decision. The emotional aspects of leadership succession should be considered.
A pool of candidates should be developed for a key leadership position.
Promote insiders with an outside perspective. Promoting people from within the
organization offers the advantage of more hope to insiders.
The concept of succession planning is an extension of talent management which has
implications throughout the organization which is why organizations need to devise ways and
means of creating, nurturing and managing talent (Cannon and Mc Gee, 2011). While
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Rothwell (2010) gives an account of succession planning perspectives, and systematically
explains how to manage and evaluate a succession planning program, Russel Reynold
Associates outline the necessary steps for smooth transition of an organization’s CEO. Comey
(2004) focuses on the need for identifying leadership competencies in order to create a
leadership succession plan process. Berzon and Currie (2006) suggest practical strategies for
succession planning and knowledge management in the California Union Sanitary District to
combat the challenges of a shrinking pool of qualified candidates and the loss of critical
knowledge. Fulmer (2002) gives practical insights into succession planning and recommend
the effective practices followed by companies.
With regard to succession planning in Indian enterprises Vedupuriswar (2002) briefs
about the strategic issues involved in succession planning and also provides suggestions to
manage them. Guruprasad (2010) lists down the issues, challenges and practices of Indian
succession planning in business enterprises. A study by Spencer Stuart reveals the absence of a
strategic approach and therefore lays down the imperatives for doing so. Avanesh (2011)
studies the impact of succession planning on the performance of Indian IT sector. Martinez
and Gadhoke (2012) also profess that in a well-funded high-growth economic environment
India Inc. faces an urgent need to design effective succession planning programs.
Studies related to family-managed businesses in India have also been reviewed as they
constitute a major chunk of India Inc. Rastogi and Agrawal (2010) have studied the intention
of offspring in joining family enterprises. While Ramachandran and Bhatnagar (2012) give an
account of challenges faced by Indian family businesses, Lees and Malone (2012) provide
solutions to managing family businesses. A report based on a study conducted Indian School
of Business (ISB, 2012) states that Indian business families are in a transition mode and are
learning to ‘let go’ of their control and hierarchy for the future of the organization.
With respect to the economic turbulence in the country, Indian business enterprises,
irrespective of their family lineage, have to realize the importance of succession planning as it
not only shapes the future of the organization but also has a bearing on the overall growth of
the country. In this direction it is heartening to know that family-run businesses-which
constitute a major lot of India Inc., are positive in their succession approach (ISB, 2012). With
several Indian companies opting for the route of globalization, the need for capable leaders
and critical employees becomes all the more mandatory for sustained growth. As the economic
growth rate threatens a downturn, India Inc. should feel responsible.
Research Methodology:
The research is based on the empirical data and is a qualitative analysis of the data
collected through interviews with the HR Managers and higher authorities of the
organizations.
The questionnaire consists of 15 questions. In addition to identifying succession
practices, another key survey goal was to solicit input on issues that agencies might have in
developing and/or implementing their succession plan, and of lessons they may have learned
that might benefit other organizations that have yet to develop their succession plans.
The questions are for depth interview i.e. face-to-face interviews of senior leaders.
Strata:
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The 20 companies were selected randomly taking into consideration well established HR
Department and sound leadership development practices with number of training programs
and other activities, in and around the Pune City.
(Due to reasons of confidentiality and privacy we are avoiding to mention the names of the
companies intentionally.)
Research Questions:
The purpose of this research was to evaluate and verify the assumption that
manufacturing companies have succession plans in place for their key senior level positions.
Also, it was intended to verify that the people identified by companies to fill senior level
positions, as they are occur, receive the necessary formal and informal training to prepare
them for leadership positions.
Research Design:
The research carries a qualitative approach. This research was designed to get input on
succession planning from senior leaders of selected manufacturing organization through a
short survey by electronic mail and through face-to-face interviews as per their convenience.
Before the research got started, the senior leaders expected to participate in the survey were
given brief information about the purpose of this research study as well as the survey
questions. At the time of taking interview audio recording was also done.
Observations:
For an organization amongst its various pillars leaders or so as to say the decision
makers are one vital aspect on which the present and future dynamics of the organization is
dependent. It is the valuable resource that has a significant stake in the performance of an
organization. Hence, the practice of Effective Succession Planning is a critical aspect to study
and dwell upon. Whether an employee is being recruited at an entry level or being appointed
laterally; an effective practice of succession planning tries to accommodate every entrant
considering long term objectives of developing the leadership skills or to nurture them in best
possible way. Through the following points we would like to take forward the discussion
citing the observations we at the companies we visited.
Mere qualification is not often considered as the primary criteria for promotions.
Companies largely rely on performance based mappings, grading system. Potential of
the candidate is often considered as vital aspect while promotions.
Some companies feel that promotions are some where linked to the jobs. Some
companies think that succession planning is not led down by the promotion but it’s the
capability of the person to handle the next level.
Of course, in many manufacturing companies, they look out for technical experienced
person at the time of hiring. While hiring a person as fresher they see that how much that
person has a technical knowledge, managerial skill. After recruiting a person they train
them, they give the real life project to work on. Some companies have lateral hiring.
They have good planning for lateral hiring training .Mainly what companies see in any
fresher is he / she should be eager to learn.
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But on senior level there are many parameters that are looked forward while recruiting
such as consistency parameter , many competency framework assessments are done as
well as appraisal framework is been followed at senior level.
In every company, for every position have succession planning whether to hire a person
from outside or to promote internally.
In some companies, formal training is been followed and in some only informal training
is been followed and in some both the training is important and they are followed
strictly. They see whether their skills are developed at substitute numbers, guide them
and have mentors to train them. HR plays a very important role in succession planning
as they have to pay attention , reviews has to be given on whatever happens regularly
and keep them together, acquisition are to be made etc. Some companies hire a person
from outside and in some do not. They train internally and assignments are given while
training.
All the companies follow different training practice, some companies follow managerial
programs. In some companies team management is done, in some individual
management is done. In team management program team work is done. Delegation is
done.
Executive business strategies help in succession planning. Like some companies have
HR counsel, all the members of HR counsel sits and have discussion on future plans,
work on road map current status future hiring plans they work on even HRM business.
In some companies ‘360 degree feedback’ is followed and in some not. Some companies
follow peer evaluation where evaluation of performance, or the quality of work of a
member of a peer group by the experts drawn from that group.
Almost every company focuses on INNOVATION. Some companies are in touch with
every individual with whom they are working. Some companies follow CUT PACK
MODEL, to gain efficiency in their work. Competency planning is done very well.
Business goals are very clear. All companies are clear with the plans. They have their
plans for 6-7 months or have future plans for 2-3 years.
Analysis & findings:
At one of the leading company in bio fuels we visited, the HR Manager agreed on the
fact that the success there company is experiencing in all these times is a result of Effective
Succession Planning Practices that they have. Although the company don’t go after 360
Degree evaluation, it has developed their own model of evaluation and competency mapping.
This is essentially based on the practice of peer evaluation. Wherein, the company evaluates
the efficiency of its employees by evaluation of performance, or the quality of work of a
member of a peer group by the experts drawn from that group.
All the companies follow different training practice, some companies follow managerial
programs. In some companies team management is done, in some individual management is
done. In team management program team work is done. Delegation is done.
In some companies, formal training is been followed and in some only informal training
is been followed and in some both the training is important and they are followed strictly.
Different processes being carried out to evaluate the performances in different
companies are:
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Quality: The quality of work can be measured by several means like the percentage of
work output etc.
Timeliness: Working speed is another performance indicator.
Absenteeism: An employee is obviously not performing when he or she is not at work.
Creativity: It is one of the important parameter considered at higher level position.
Assessment Centre: The employee is appraised by professional assessors who may
evaluate simulated or actual work activities.
360-Degree or “Full-Circle” Appraisal: The employee’s performance is appraised by
everyone with whom he or she interacts, including managers, peers, customers and
members of other departments.
Through competency mapping one can identify strengths and weaknesses. It enables the
person to better understand him or herself and to point out where career development
efforts need to be directed. This is important in Succession Planning because it helps in
assessment during recruitment, assessment during development stage, during promotion,
organizational development analysis. In almost all companies assessment centers for
competency mapping are there since it helps in evaluating the policies, strategies and
procedures of the institute, and the effectiveness of working of different councils and
committees and consultative groups responsible for micro-management within the
institute.
Identification of skills among employees and developing them are:
Firstly to see where your employees stand, how well they perform. Understand the area
where they will learn quickly.
Investing training and development activities like seminars, conferences etc.
Go through various activities where one can acknowledge their strengths and identify
weakness.
Recognize and reward the employees.
Ask them to create an action plan based on their weaknesses.
Provide strong workforce in order to provide right type of environment to keep top
talent.
In order to train the employees both formal and informal training is given. Technical
training is technical training and formal training no substitute. In informal side there is
mentor attach to them, their guides, and their coaches whoever. Here, HR plays a very
important role who will keep them together, reviews are taken regularly, feedback
sessions are taken regularly, and positions are rightly matched, challenging assignments
to them so that it will help them to grow.
Evaluation is an important tool for improving management. Evaluation of techniques is
done by the evaluators, who may be individuals or groups, and who design and conduct
the assessment exercise that generates evaluation information, which then becomes a
valuable experience-based input in future planning, establishing of priorities and
resource allocation. There also assessment centres at various level and senior levels and
above where they get good idea about their competency that people have in them and
individual plans.
Job related simulations are also carried out in companies since all individuals are given
the same opportunities, and all are evaluated on the same basis and it also includes some
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type of standardized rating scale to score responses. Types of work simulations include
helping a customer, coaching an employee, making a sales call, negotiating with a peer,
solving a problem, or presenting information to management. During a typical
assessment experience, candidates interact with role players/assessors. Trained assessors
observe and take notes to evaluate performance in several job-related competency areas,
e.g., leading, influencing, advocating, presenting, solving problems, communicating, etc.
Statistics practitioners are also there in companies who help to strengthen the work of
others through appropriate peer review. They assess methods, not individuals. Use
professional qualifications and the contributions of the individual as an important basis
for decisions regarding statistical practitioners' hiring, firing, promotion, work
assignments, publications and presentations
Psychometric tests are also followed in order to aid the employee selection process, to
help them get the ‘right’ person. Since, organisations want to know more about job
seekers these days, wanting to discover their core competencies through the selection
process. It includes aptitude test and personality test.
Conclusion:
Based on our research carried out at various companies in and around Pune and also the
contemporary examples being experienced by the corporate world, we would like to
emphasize on the fact that; though some of the companies are much focussed on the aspect of
succession planning, it is not a common practice at large. For many organizations the practice
of leadership development is not of the grave concern. The organizations often start to think
upon the change of guard as time appears to come close to take a decision. Almost, 12 out of
the 20 companies we visited seemed to be reluctant towards the practice of succession
planning, especially when the decision on the highest leadership is considered.
It was apparent at these companies that the decision is supposedly taken by the highest
authority. But, the practice of leadership development at managerial and other levels is quite
visual in all the companies. Where companies tend to follow various practices as discussed
above.
The companies which follow a robust system to facilitate the process of succession
planning are much more synchronized with the training needs & requirements at every level,
resulting into optimum performance and sustainability.
Annexure (Questionnaire):
1. Does your company follow succession planning? If not list key reasons why your
organization does not have succession plans for key senior level positions?
2. How are decisions made about successors for positions in your company?
a. We informally prepare successors.
b. When a position opens up, we rely on expediency to identify someone to fill it.
c. We have a documented, robust system to prepare successors across the company.
d. We typically wait until positions are vacated to begin thinking about planning for
succession, that we engage in an extensive process to fill the vacancy.
3. Does your organization have a succession plan for every key senior level position
(Branch Chief and higher)?
a) Yes b)No
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4. Does your organization’s succession plans require a formal/informal training and/or
mentorship of individuals identified to fill key senior level positions?
a) Yes b)No
5. What steps are being taken to test and develop the top internal candidates?
6. How do you ensure the talent and leadership strength required to
grow the business?
execute business strategies?
deal with retirement/attrition?
7. How do you ensure common definitions and standards regarding leadership/ career
potential across the organization?
8. How do you ensure that every new management hire adds to your leadership pipeline?
9. What methodology is used to assess that the required formal/informal training and/or
mentorship has met the need?
10. Does your organization provide a refresher formal/informal training and/or mentorship to
individuals after they have been selected to fill key senior level positions?
11. How is a refresher formal/informal training and/or mentorship need determined, fulfilled
and tracked?
12. List methods used by your organization to prepare newly hired individuals (from within
or outside of your organization) for key senior level positions, if it does not have or
follow formal succession plans.
13. Overall, how effective is succession planning in your organization?
a. Very successful
b. Successful
c. Not successful at all.
14. How do you identify your growing leaders?
a. We tend to examine candidates who raise their hands for leadership roles, as this
demonstrates interest in leadership.
b. Look at their past performance.
c. We never seem to have right people for leadership roles and find it difficult to identify
growing leaders.
d. We have a rating system that identifies both performance and future potential.
REFERENCES:
Guruprasad, 2010: Succession Planning- Issues, Challenges and Succession in Indian
Context.
Hirsh, Wendy, 2000: “Succession Planning Demystified”, Institute for Employment
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Industry week (31st July, 2007): India, China taking lead in world economic growth, as
said by Mr. Rodrigo Rato, MD, IMF.
ISB, 2012: India Inc dynasties ‘letting go’, The Financial Express, 27th June, 2012.
Lal and Ronald W Clement, 2005: Economic Development in India: The Role of
Individual Enterprise (and entrepreneurial spirit), Asia-Pacific Development Journal,
Vol.12, No.2.
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Lall, Sanjaya, 2001: Competitiveness, Technology and Skills, Northampton, MA,
Edward Elgar.
Lees and Roger Malone, 2012: Managing the challenges of Family Businesses, a CGMA
Report.
Nardoni, Ren: Succession Planning- An Evolution into Talent Management, Nardoni
Strategic Solutions.
Ramachandran and Navneet Bhatnagar, 2012: Challenges faced by Family Businesses in
India, a White Paper by Indian School of Business.
Rastogi and Reena Agrawal, 2010: Intention of offspring to join the family enterprise: a
study of Indian businesses, Annals of Innovation & Entrepreneurship, Volume-I, No.I.
Ramachandran and Navneet Bhatnagar, 2012: Challenges faced by Family Businesses in
India, a White Paper by Indian School of Business.
Rastogi and Reena Agrawal, 2010: Intention of offspring to join the family enterprise: a
study of Indian businesses, Annals of Innovation & Entrepreneurship, Volume-I, No.I.
Bartholomeusz, S., & Tanewski, A. (2006). The relationship between family firms and
corporate governance. Journal of Small Business Management, 44, 245-267
Rothwell, W. (2001). Effective Succession Planning: Ensure Leadership Continuity and
Building Talent from Within (2nd ed.). AMACOM, New York. NY.
Ip, B., & Jacobs, G. (2006). Business succession planning: a review of the evidence.
Journal of Small Business and Enterprise Development, 13, 236-350.
Ip, B., & Jacobs, G. (2006). Business succession planning: a review of the evidence.
Journal of Small Business and Enterprise Development, 13, 236-350
Hills, A. (2009). Succession Planning or smart talent management. Industrial &
Commercial Training, 41, 3-4
Sobel, P. J., & Reding, K. F. (2004). Aligning corporate governance with enterprise risk
management. Management Accounting Quarterly, 5, 29-37.
Painter-Morland, M. (2006). Triple bottom-line reporting as social grammar: integrating
corporate social responsibility and corporate codes of conduct. Business Ethics, a
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Richtermeyer, S. B. (2011). Successful Succession Planning. Strategic Finance, 6, 19.
Hewitt, S.D. (2009). The secrets of successful succession planning in the new age wave.
Industrial and Commercial Training, 41, 181-186.
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Need of Study
Industrial relations have been influence by the condition within the industry as well as
business environment. The today’s new generation employees are well educated and also
aware about their own rights and regulations. They are ready to work for long hours if
required but at the same time they want the share in company’s profitability or other benefits
monetary / non monetary. Union attitude towards employee is sharing and caring. Union has
to be adhering with its attitude by keeping the interest of employee and employer. They should
not deviate due to an external factor. They should maintain the highest level of mutual
understanding and create goodwill. The management takes a step ahead to maintain peace in
the industry. Management is responsible to maintain “peace at all level and at any price”.
Their strategies, approach and attitude towards problem is solution oriented. The cordial and
smooth relationship between employer and employee should ultimately contribute to achieve
the purpose of industry.
Objectives
To identify the reasons for different approach of employees in growth scenario
To understand the employer strategies in growth scenario
Research Methodology
In this study, to determine the impact of industrial growth scenario on industrial relation
based on the study conducted on large scale automobile and auto ancillary industries in Pune
region. A structure questionnaire with five scale Likert type scale has been used to collect
primary data. Random sample method used to select the sample. The different levels of
employees are taken into consideration like Managerial level, Officer level, Permanent
workers, Temporary workers, Outsource workers. I have taken three manufacturing large scale
companies and three large scale auto ancillary industries as a sample for the study.
Hypothesis
Ho : Companies are growing in good market condition then employees demand will increase
H1 : Employees expectations are similar in growth as well as adverse /
regular conditions.
Table 1 : Details of Strength
Sr. No Designation of Employees Total Strength
1 Managerial Level 13
2 Officer Level 15
3 Permanent Workers 21
4 Temporary Workers 22
5 Outsource Workers 20
Total 91
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Table 2 : Compiled Data – The Opinion of Sample Population
1 – No Impact on Industrial Relation , 5 – High Impact on Industrial Relation
Sr Particulars 1 2 3 4 5 Avg
No
1 Trade union really represent 7 20 43 10 11 2.98
Problems
2 Trade union participation of 12 14 11 32 22 3.42
all types of workers
3 Freedom of association is 12 9 42 12 16 3.12
allowed in industry
4 Strike is the best way to 4 12 19 27 32 3.88
fulfilled the demand
5 Lock out is the best way to 33 19 17 11 11 2.43
manage the situation
6 Effective dispute resolution 31 24 17 12 7 2.34
process
7 Workers participation in 11 14 38 16 12 3.04
management
8 Effective communication 6 9 19 23 34 3.77
strategies
9 Pay structure is transparent 13 14 11 23 29 3.42
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Sr Particulars 1 2 3 4 5 Avg
No
19 Company is profitable then 1 3 13 30 44 4.24
demands of trade union will
increase
20 Company is in loss then 7 19 34 23 8 3.07
demand of trade union will
also decrease
21 Survival of industry tackle 13 15 14 25 24 3.35
through IR
22 Companies performance 13 14 39 13 11 2.91
depends on IR
23 Company has a predefined 26 22 14 12 15 2.58
policy in the growth
scenario
24 Employees approach to stay 3 10 20 31 27 3.76
longer with the company
25 Regularly updated with 28 21 16 12 14 2.59
current market scenario
26 Regularly updated with 26 23 16 15 11 2.58
company performance
27 Company regularly updated 38 27 9 9 6 2.03
the employees about long
term goal
28 Company inform to 14 13 37 18 9 2.95
employee about their
financial position to
employee
29 Company has a policies to 41 22 15 8 5 2.05
deal with growth and
adverse conditions
30 IR changes as per the 11 6 19 21 34 3.67
market condition
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Trade unions make sure that they will participate all types of work related activity with
employees. In this study employees view is more positive towards the trade union approach.
Most of the employees showing favorable response towards trade union for actively
participating in all types of work. It gives the feeling that they treat all of them equally.
Every organization gives the freedom to employees for association in industry. They can
associate with any trade union as per their wish and there is no interruption from employer
side. Study shows that the employees are happy that they can use this liberty.
Industries do not want to face the situation of strike, where employees will go against the
management for their demands. This situation is neither good for employees as well as
employer. Sometime when both the parties are not agreeing with each other demand then
“loose loose” situation arises. Neither of the party will gain anything out of it. Study shows
that the employees are favoring the weapon of strike to get things done from management.
Lockout is the weapon in the hand of employer to tackle with employee. This situation
arises when both the parties are not agreeing with each other. Management takes a call to close
down the industry due to the worker problems. Study shows that the lockout is not the option
which management can choose in any tough situation.
In industry, where disputes are likely to be there. This is the only one way to handle the
dispute. It shows that if management is ready with dispute resolution process effectively then
they can handle the dispute in much better way. Study shows that the companies are lacking
the effective dispute resolution process.
Workers participation in management is key to bridge the gap between both the parties.
It encourages the workers to do better. They will feel part of the organization. Study shows
that it is not been adopted by most of the companies in right way. Still it has a scope for
further development.
Every organization needs to follow the two way communication strategy. It brings the
transparency & clear understanding from both parties. Both the parties should understand
each other in better way. Study shows that most of the organizations are neglecting this aspect.
Pay structure is an important for everyone. It gives a clear indication that where you are
& how much scope to grow further. Study shows that the companies are transparent in pay
structure.
Equal pay for equal work is the strategy should be used by companies like “Same Work
Same Pay”. Pay should be based on the type of work, which depends on the individual skills.
Study shows that companies are following the equal pay for equal work strategy.
The current wages of an employee’s depends on the type of job employees are
performing. If it will not review over a period of time then employees are demotivated. Study
shows that the current wages does not affect on industrial relations.
The prime responsibility of employer to develops the employees. They should come out
with a plan to do so. Study shows that the management is not keen for the development of
employees. They are not taking positive steps for development of employees.
Industrial relation depends on demand in labour market. More the demand for
employees more will be the expectations and vice versa. Study shows that demand in labour
does affect to an attitude of employees and subsequently it affect on industrial relations.
Employee’s turnover depends on the company’s current performance. If organization
doing well then employees are attracted for employment, but the moment it suffering losses
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then the mindset of an employees will be deviated. It directly affect on employees turnover.
Every business organization followed the cycle of up & down with respect to growth. Study
shows that employee’s turnover will increase if company suffer losses and vice versa.
Management considers that employees are vital factor in the organization. Study shows
that management is taking effort in some organization but some organization they are
neglected.
Union strategies have an impact on industrial relations. Sometime they are on dominant
side where on the other case they are under the influence of management. Study shows that
the approach of union does have an impact on industrial relations.
In industry every individual should have right to express his view related with work,
policies, strategies etc. That freedom should be there to encourage the employees to come out
from the shell. Study shows that the companies are providing the industrial democracy at all
level.
Industrial relation depends on growth of industry. Industrial relation is all about the
mindset difference in different scenario. Study shows that industrial relation depends on the
growth of an industry.
Companies are profitable then demands of trade union will increase. They can see the
profitability increases which ultimately force them to think differently. They expect the share
of the profit in monetary or non monetary terms. Study shows that the company’s profitability
increase then definitely the demand of the trade union increases.
If company is in loss then demand of trade union will also decreases. Employee’s
mindset is change by understanding that company is in survival phase. They will not come out
with their demands. Study shows that the response from employees is neutral as they keep on
demanding in adverse environment.
Survival of industry tackles through industrial relation. In the problematic situation
where industry need the support from employees and employees will respond positively. Study
shows that in critical time the better industrial relation come out for rescue for company.
Company’s performance depends on industrial relation. On a larger extent better is the
industrial relation then peace in the industry which promotes the productivity and ultimately
the profit. Study shows that the neutral view on company’s performance depends on industrial
relations.
Company has a predefined policy in the growth scenario. Most of the time company do
not have any action plan that how to deal with employees in growth scenario. They are not
ready with any strategy. Study shows that most of the industries are not prepared to deal in
growth scenario.
Employees approach is to stay longer with the company. Every employee expect the
stability and growth, if it likely to be happen in current industry then they don’t bother to stay
longer. Study shows that employees approach is to stay longer with the company.
Whether employees are updated with current market scenario. Study shows that most of
the employees are not updated themselves about market scenario. Some of them even not
bother to stay away from such scenario.
Employees are regularly updated with company’s performance. Every employee is keen
to know how his industry is doing. This is utmost important area for his interest. Study shows
that they are regularly updated with company’s performance.
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Companies are regularly updated the employees about long term goal. Study shows that
companies are not taking interest for employee’s career development.
Company inform to employees about their financial position to employees. Study shows
that company not taking any effort to represent their financial position to employees.
Company has policies to deal with growth and adverse condition. Study shows that
company has not come up with any strategy in such situation.
Industrial relation changes as per the market condition. It is all about the interest part of
both parties. Study shows that industrial relation does changes as per the market condition.
Conclusion
Indian economy is developing in a big way subsequently growth in automobile sectors
as well. The local players are competing with global player. Indian automobile industry stood
6th in the rank after china, USA, Japan, Brazil & Germany. Sector is growing rapidly despite
the stiff competition. The various factors like labour commitment, work culture, productivity,
competitiveness, knowledge labour, information availability are drastically affect on the
mindset of employees. There awareness makes them force to demand more is a growth
condition. Their expectations are logically right but at the same time employer view is
different in this situation. This different approach widening the gap between them, which
influence on labour management relationship. Market condition is favorable to industry then
they aim to maximize the profit. They want the profit to be utilized for future development.
Employees are claiming that they are one of the key contributors for the growth and
subsequently they demand more. This is the situation where industrial relation affects. There
is no such strategy available in situation like growth or loss. Both of them act as per situation
but they should keep the interest of industry as prime importance.
REFERENCES:
hrcouncil.ca
Industrial relation, trade union & labour legislation by P.R.N. Sinha,
Indu Bala Sinha, Pearson Publication
Employee relations management by P.N.Sinha, Neeraj Kumar, Pearson Publication
Industrial relations by Arun Monappa, Tata McGraw Books
Industrial Relations by C.S.Venkata Ratnam, Oxford University Press, 2006
Industrial Relations in India by P.L.Rao PRK Raju, Excel Books, 2010
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Study of paper:
The study of this paper is explanatory qualitative study of research.
1. Introduction
A reward system is important for the employee performance. As employee performance
will be more effective to high reward system. That how to be high performance is base high
reward vice versa. Job performance is also part of human resources management.
Performance is an important for the organization succession and achieving the goals. There is
so much changing occurring in the school education in the world an every school has much
relay on employee’s good performance. Rewards are considered an important tool to check the
employee’s performance in every organization. Management use rewards for employees
motivations. So we can say that effective reward system attract new employees for
organization and motivate existing employees to perform high levels. Employee’s good work
is necessary to achieve the specific goals. Employees give their good efforts for achieving
goals and good effort depends on rewards. In other words we can say that good rewards are
most important way to engage the employees with their work and with their organization.
Schuler and Jackson, the connection and relationship between rewards, motivation and
job satisfaction of employees have much significance to success of both public and private
sectors. Employees want to get both types of rewards means financial and nonfinancial
rewards. Some employees of school prefer the financial rewards and other are nonfinancial
rewards that opportunity to take an important tasks and projects, attention and encouragement
of leadership. In this way employees feel that they are being valued by the employers and also
feel that the company is seriously involved in employee’s career and development. So these
rewards contribute to improve the satisfaction level of workers. Different employees have
different needs about rewards. Some employees consider cash is sufficient to fulfill their needs
and some others wants to material incentives like car, house, and some prefer holidays and
some prefer nonmaterial incentives. Public sector employees much prefer extrinsic factors
then intrinsic factors, such as pay, as more important than private sector employees.
These two basic rewards (financial and nonfinancial) can be utilized positively to
increase the performance of employees. Financial reward mostly consist on pay for
performance such as job promotion, bonus, commission, gifts etc. and nonfinancial rewards
mostly consist on social recognition, appreciation, work kind condition, meaning full work
responsibility etc.
According to Neckermann and Kosfeld, nonfinancial rewards also called nonmaterial
awards.
The impact of intrinsic and extrinsic rewards on employee’s performance.
Rewards increase your overall satisfaction on the job.
Rewards systems are often implemented within organizations as a key management tool
that can contribute to a firm’s effectiveness by influencing individual behavior and motivating
employees at work.
Organizations tend to focus on financial rewards, and non-financial rewards have
become increasingly being overlooked. Every employee has his or her own set of needs and
motivators. Therefore, school principal have to carefully select the right rewards that respond
to individual needs. Some are motivated by money, while others motivated by recognition,
increment of pay. Career advancement or personal growth; which is not direct or instant
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material benefits. Thus it is wrong to assume that everyone shares the same motivator and
needs. Many researchers have found that employees’ job satisfaction is affected by both
financial and nonfinancial rewards. An ineffective reward management will affect employees’
satisfaction and de-motivate them, hence affecting their performance outcome.
Rewards is one of the important elements to motivate employees for contributing their
best effort to generate innovation ideas that lead to better business functionality and further
improvise company performance both financial and non-financially.
According to Dewhurst, there are other means to reward employees that do not just
focus on financial compensation. Some of these include the praised that employees are able to
acquire from their managers, the opportunity to take on important projects or tasks, and even
leadership attention. Much research on leader power have found that supervisor reward power
would be positively associated with employee task performance, productivity, satisfaction,
turnover, and organizational citizenship behaviors. Employee will give their maximum when
they have a feeling or trust that their efforts will be rewarded by the management. There are
many factors that affect employee performance like working conditions, worker and employer
relationship, training and development opportunities, job security, and company’s overall
policies and procedures for rewarding employees, etc. Among all those factors which affect
employee performance, motivation that comes with rewards is of utmost importance.
Motivation is an accumulation of different processes which influence and direct our
behavior to achieve some specific goal. Rewards can be extrinsic or intrinsic, extrinsic rewards
are tangible rewards and these rewards are external to the job or task performed by the
employee. External rewards can be in terms of salary/pay, incentives, bonuses, promotions,
job security, etc. Intrinsic rewards are intangible rewards or psychological rewards like
appreciation, meeting the new challenges, positive and caring attitude from employer, and job
rotation after attaining the goal. According to Luthans, there are two basic types of rewards,
financial and non-financial and both can be utilized positively to enhance performance
behaviors of employees. Financial rewards means pay-for-performance such as performance
bonus, job promotion, commission, tips, gratuities and gifts etc. Non financial rewards are non
monetary/non cash and it is a social recognition such as acknowledgement, certificate, and
genuine appreciation etc. The non financial rewards is also called materials award. Desired
performance can only be achieved efficiently and effectively, if employee gets a sense of
mutual gain of organization as well as of himself, with the attainment of that defined target or
goal. An organization must carefully set the rewards system to evaluate the employee’s
performance at all levels and them rewarding them whether visible pay for performance of
invisible satisfaction. The concept of performance management has given a rewards system
which contains; needs and goals alignment between organization and employees, rewarding
employee both extrinsically and intrinsically. The system also suggests where training and
development is needed by the employee in order to complete the defined goals. This training
or development need assessment of employee gives them an intrinsic motivation.
2. Litrature Review
Reward is a broad construct that has been said to represent anything that an employee
may value that an employer is willing to offer in exchange for his or her contributions. The
lack of rewards will create an unpleasant environment, thus diminishing employees’ work
efforts and may cause them to with draw from their jobs. For these reasons, rewards are
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increasingly important. The main objectives of rewards are to attract and retain employees, to
motivate employees to achieve high levels of performance, and to elicit and reinforce desired
behavior of the employees. Organizations often use financial rewards to prevent employee
dissatisfaction and to motivate employees, although it may not be the best motivator for the
long term.
Deeprose had stated that “while the presence of money may not be a very good
motivator, the absence of it is a strong de-motivator”. In addition, financial rewards are
significant not only in terms of their instrument value as a medium of exchange, but also a
highly tangible means of recognizing an individual’s worth, improving self-esteem, and
symbolizing status and achievement(Armstrong,). Therefore, organizations can best utilize
financial rewards in supporting organizational human resource strategy. Non-financial rewards
are tangible rewards provided and controlled by a firm; which do not necessarily benefit
employees in monetary sense. Nowadays, individuals require beyond monetary rewards for
their effort. This means that employees seek for other return in exchange for their contribution
which is of value and meaningful to them, rather than being given just money . Given the
labor-intensive nature of the hospitality industry and the rising pressure to control costs,
nonfinancial rewards are being used increasingly to motivate employee performance and to
increase employee satisfaction.
Rewards have two broad types; extrinsic and intrinsic rewards are also called financial
and nonfinancial rewards and these rewards further divided in so many sub categories.
Extrinsic rewards relates to financial rewards or cash related like formal recognition, fringe
benefits, incentive type payments, pay, promotion and intrinsic relates to nonfinancial or non-
cash rewards like achievement, accomplishment feelings, recognition, job satisfaction and
growth.
Today world balance between employees commitment and performance for the
organization is much necessary and rewards are most important tool for employees
commitment, job satisfaction, and motivation and employees good performance. Kalleberg,
explained rewards consist on benefits that employees receive in exchange of their work during
the job. According to Wang, in so many organization rewards plays so many roles in
sustaining and creating commitment among employees for good performance and that better
performance leads to job satisfaction.
When employees achieved their desire results from job so that of desired achievement is
called job satisfaction.
Ali & Ahmad, investigated that there is positive relationship between “recognition and
reward”, “performance”. They stated that if reward and recognition are given to employee then
there is a huge change in their employee performance. The study conducted to check the
relationship between rewards and employee‟s performance in schools. They use these
variables employees‟ performance, job description, extrinsic reward, intrinsic reward, gender
discrimination, and environment; recondition techniques, and performance bonus. They used
cement companies, questionnaire was used for data collection. Total two hundred
questionnaires were randomly distributed among the employees of private schools in. The
results revealed that there is a direct relation between reward system nd employee‟s
performance.
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According to Mishra and Dixit, financial and non financial rewards and benefits are
highly correlated with employee’s performance in an education rewards system. Because of
positive relationship of between rewards and performance also increase the job satisfaction of
orkers. Job satisfaction leads to success and feelings of achievement during the job. Also
linked increase productivity, increase worker’s efforts on job and leads to happiness
enthusiasm, feeling of fulfillment. Rewards promote happiness and job satisfaction
investigated in his research study by Boehm & Lyubomirsky. Intrinsic and extrinsic rewards
are determinants work satisfaction Clifford.
According to Andrew & Kent, explained in his research all the employees revolve
around the rewards and recognition so the both aspects have much importance for employees.
Good reward system help to retain high performers in the firm so rewards must be fulfill the
high performer’s feelings explained that pay relates to productivity and reward system relate
to size of the firm. Monetary and nonmonetary rewards motivate the workers of any
organization and these rewards also resulted in higher growth and productivity. Organizations
in today’s environment seek to determine the reasonable balance between employee
commitment and performance of the organization. The reward and recognition programs serve
as the most contingent factor in keeping employees’ self esteem high and passionate.
Oosthuizen stated that it is among the function of managers to motivate the employees
successfully and influence their behavior to achieve greater organizational efficiency. La Mott
is of the view that performance at job is the result of ability and motivation. Ability formulated
through education, equipment, training, experience, ease in task and two types of capacities
i.e. mental and physical. The performance evaluation and rewards are the factors that proved
to be the bonding agents of the performance evaluation programs.
According to Wilson, the process of performance management is one among the key
elements of total reward system. Entwistle is of the view that if an employee performs
successfully, it leads to organizational rewards and as a result motivational factor of
employees lies in their performance. Majority of the organizations require their employees to
work according to the rules and regulations, as well as, job requirements that comply with full
standards. The investigations that have been conducted to find the relationship between
compensation and individuals were focused to increase the performance of employees. The
highly motivated employees serve as the competitive advantage for any company because
their performance leads an organization to well accomplishment of its goals. Among financial,
economical and human resources, human resources are more vital that can provide a company
competitive edge as compared to others.
According to Andrew, commitment of all employees is based on rewards and
recognition. Lawler (2003) argued that prosperity and survival of the organizations is
determined through the human resources how they are treated. Most of organizations have
gained the immense progress by fully complying with their business strategy through a well
balanced reward and recognition programs for employee. Deeprose argued that the motivation
of employees and their productivity can be enhanced through providing them effective
recognition which ultimately results in improved performance of organizations. The entire
success of an organization is based on how an organization keeps its employees motivated and
in what way they evaluate the performance of employees for job compensation. Managing the
performance of employees forms an integral part of any organizational strategy and how they
deal with their human capital.
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Today where every organization has to meet its obligations; the performance of
employees has a very crucial impact on overall organizational achievement. In a demotivated
environment, low or courage less employees can not practice their skills, abilities, innovation
and full commitment to the extent an organization needs. Freedman is of the view that when
effective rewards and recognition are implemented within an organization, favorable working
environment is produced which motivates employees to excel in their performance.
Employees take recognition as their feelings of value and appreciation and as a result it boosts
up morale of employee which ultimately increases productivity of organizations.
Csikszentmihalyi & Flynn argued that rewards and recognition programs keep high spirits
among employees, boosts up their morale and create a linkage between performance and
reward of the employees. The basic purpose of recognition and reward program is to define a
system to pay and communicate it to the employees so that they can link their reward to their
performance. Rewards play a vital role in determining the significant performance in job and it
is positively associated with the process of motivation.
Lawler, argued that there are two factors which determine how much a reward is
attractive, first is the amount of reward which is given and the second is the weight age an
individual gives to a certain reward. Deeprose is of the view that “Good managers recognize
people by doing things that acknowledge their accomplishments and they reward people by
giving them something tangible.” Fair chances of promotion according to employee’s ability
and skills make employee more loyal to their work and become a source of pertinent
workability for the employee. Bull posits a view that when employees experience success in
mentally challenging occupations Rewards and recognition are the key parameters of today’s
motivation programs according to most of the organizations as these bind the success factor
with the employees’ performance. Robbins asserts that promotions create the opportunity for
personal growth, increased levels of responsibility and an increase on social standing.
Similarly, the recognition which is a central point towards employee motivation adores an
employee through appreciation and assign as status at individual level in addition to being an
employee of the organization. Barton argued that the factor in Rewards and recognition at their
job. Rewards enhance the level of productivity and performance at job whether it’s a first time
performance or repeated activity at the job in a progressive way.
Eastman consistently found that intrinsic motivation is conducive to producing creative
work, while extrinsic motivation is unfavorable to producing creative work. Gagne suggested
a new model of knowledge-sharing motivation which provides suggestion for designing five
important human resource management (HRM) practices including staffing, job design,
performance and compensation systems, managerial styles and training.
Ali and Ahmed confirmed that there is a statistically significant relationship between
reward and recognition respectively, also motivation and satisfaction. The study revealed that
if rewards or recognition offered to
3. Development of Hypothesis
The following hypothesis can be formulated on the basis of literature review.
Ho: There will be no association between extrinsic rewards and employee’s job performance.
H1: There will be direct association between extrinsic rewards and employee’s job
performance.
Ho: There will be no association between intrinsic rewards and employee’s job performance.
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H2: There will be direct association between intrinsic rewards and employee’s job
performance.
4. Theoretical Model (Conceptual Framework)
A group of related ideas that provides guidance to a research project or business
endeavor. The appropriateness of a theoretical framework that a marketing department is using
to promote its corporate and product image to the consuming public can be an important
determinant of its ultimate success. A theoretical framework as identified the relationship
between different variables as it positive or negative, no relationship.
Identification of variables: An this research paper I identified different types of
dependent and dependent variables This study use rewards as an independent variable and
these rewards consist of two main types‟ extrinsic rewards and intrinsic reward. So extrinsic
rewards includes bonus, lunch, work tools, car benefit, housing, private office room, flexible
office hours, free medical, relaxation room, free tickets and intrinsic rewards includes well
aware, right, opportunity, recognition, my development, importance, opinions, grow, quality
work, appreciated. Study involves employee’s job performance and as dependent variables.
Schematic Diagram;
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b. 24-29
c. 30-35
d. 36-41
e. 42-47
f. 48 and above 48
4. Field of the respondent ----------------------------
5. Educational career of the respondent
a. BS(4 year)
b. MA /MSc
c. M.phil
d. PHD
e. Any other diploma
6. Family of the respondent
a. Joint family
b. Nuclear family
c. Extend family
7. Marital status of the respondent
a. Single
b. Married
8. Do you know about Reward?
a. Yes
b. No
9. If yes, then what does it mean?
a. Motivation of employee
b. No motivation of employee.
c. No impacts
d. Any other
10. Does the reward bring positive impact of employee performance?
International Letters of Social and Humanistic Sciences Vol. 52 101
a. Yes
b. No
11. If yes, clarify for what aspect..
a. keeps more employee
b. Lower turnover
c. To achieving the target goals
d. Any other
12. Which reward is more important for employee to motivate.
a. Financial reward
b. Non financial reward
c. any other
13. Pay decisions are linked to performance achievements?
a. Yes
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b. No
14. The reward system facilitates implementation of strategy by motivating desired levels of
performance.
a. Yes
b. No
15. The reward system facilitates the implementation of strategy by attracting and retaining the
right kind of people.
a. Agree
b. Strongly agree
c. Disagree
d. Strongly Dis-agree
16. Positive and negative financial and non-financial consequences of performance (e.g.
salary adjustments, recognition) are utilized effectively.
a. Yes
b. No
17. Performance goals are mutually developed and have specific time frames.
a. Agree
b. Strongly agree
c. Disagree
d. Strongly Dis-agree
REFERENCES:
[1] Farooqui, S, & Nagendra, A,“The Impact of Person organization Fit on Job Satisfaction
and Performance of the Employees,” Procedia Economics and Finance, 11, (2014) 122 –
129.
[2] Kabak, E, K, Gocer, K, S, A, Kucuksoylemez, S, Tuncer, G, (2014) “strategies for
employee job satisfaction: a case of service sector,” Procedia - Social and Behavioral
Sciences 150 (2014) 1167 – 1176.
[3] Oshagbemi, T, (1997) “job satisfaction and dissatisfaction in higher education”,
Education + Training, Volume, (39) 9, 354–359.
[4] Grooy, W, brink, D, V, M, H, (1999), “job satisfaction of older worker,” International
Journal of Manpower, Emerald, (20), 6, 343-360.
[5] Waal, D,A,A, (2007), “the characteristics of a high performance organization, Emerald
Group Publishing Limited, (8),3, 179-185.
[6] Armstrong, Reilly, P, & Brown D, (2011),”increasing the effectiveness of reward
management,” Employee Relations, Emerald Group, (33), 2, 106-120.
[7] Bourne,M, kennerley,M, & santos,F,M, (2005), “ managing through measures a study of
impact on performance,” Journal of Manufacturing Technology Management, (16) 4,
373- 395.
[8] Helgesen, O, nest, E, & volsund, T,(2008),” Marketing perceptions and business
performance implication for marketing education, Marketing Intelligence & Plannin,
(27) 1, 25-47.
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people around you can be from your office (such as your boss, subordinates, peers etc.) or
from home (spouse, children, parents, siblings etc.). If you are able to understand your
emotions and others’ emotions properly, and tactfully deal with them, you will be able to lead
a stress-free and successful life. Based on this assumption (hypothesis), I have started this
research.
2. Importance of the Topic
If the topic of Emotional Intelligence (EI) is understood properly, it will definitely help
the following:
[a] For working people to improve their relationship with whom they interact on regular
basis
[b] For management to improve their productivity and quality of staff members
[c] For employers and employees to maintain work-life balance
[d] To avoid unnecessary labour unrest
[e] To improve morale and motivation amongst employees
3. Objectives
The objectives of the study are as under:
1) To study the extent of awareness among respondents about Emotional Intelligence (EI).
2) To study how far the EI helps to carry out day to day activities stress-free life.
3) To examine the role of EI in leading a successful life.
4. Literature Review
As per Wikipedia, Emotional intelligence (EI) or emotional quotient (EQ) is the
ability of individuals to recognize their own and other people's emotions, to discriminate
between different feelings and label them appropriately, and to use emotional information to
guide thinking and behavior. The term gained prominence in the 1995 book by that title,
written by the author, psychologist, and science journalist Daniel Goleman. There are several
models of EI. Goleman's own model may now be considered a mixed model that combines
what have subsequently been modelled separately as ability EI and trait EI. Goleman defined
EI as the array of skills and characteristics that drive leadership performance. The trait model
was developed by Konstantin Vasily Petrides in 2001. It "encompasses behavioral dispositions
and self perceived abilities and is measured through self report". The ability model, developed
by Peter Salovey and John Mayer in 2004, focuses on the individual's ability to process
emotional information and use it to navigate the social environment.
Studies have shown that people with high EI have greater mental health, exemplary job
performance, and more potent leadership skills. For example, Goleman’s research in his
book, Working with Emotional Intelligence, indicated that EI accounted for 67% of the
abilities deemed necessary for superior performance in leaders, and mattered twice as much as
technical expertise or IQ. Other research finds that the effect of EI on leadership and
managerial performance is non-significant when ability and personality are controlled for, and
that general intelligence correlates very closely with leadership. Markers of EI and methods of
developing it have become more widely coveted in the past few decades. In addition, studies
have begun to provide evidence to help characterize the neural mechanisms of emotional
intelligence.
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Definition
Emotional intelligence can be defined as the ability to monitor one's own and other
people's emotions, to discriminate between different emotions and label them appropriately
and to use emotional information to guide thinking and behavior.]However, substantial
disagreement exists regarding the definition of EI, with respect to both terminology and
operationalizations.
Currently, there are three main models of EI:
1. Ability model
2. Mixed model (usually subsumed under trait EI)[31][32]
3. Trait model
Different models of EI have led to the development of various instruments for
the assessment of the construct. While some of these measures may overlap, most researchers
agree that they tap different constructs.
5. Research Design
Descriptive Method
I have used descriptive method for my research data.
Sampling Method
I have used convenient sampling method for the research work.
Population
The population for my research study is from Pune at Pimpri Chinchwad and
surrounding areas in Pune; respondents include college students, teachers, married people,
corporate sector, etc.
Sample size:
The sample size is 90 people, which teachers, students, clerks, corporate staff etc.
6. Data Collection
Data has been collected through Primary Data with the following methods:
(a) Questionnaire method
(b) Interview method
(c) Observation method
Questionnaire consists of general information followed by 11 questions; out of which
10 questions are of objective types/close ended questions and last one question is open ended
questions i.e. ‘additional comments on Emotional Intelligence. For married people separate of
questions were made in similar line.
7. Data Analysis/Findings/Interpretation of Data
Table 1
Respondents’ Demographic Information(Total 76 respondents)
Profession Frequency %
Teaching (MBA/MCA) 34 44%
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Profession Frequency %
Corporate 36 47%
Self employed 2 3%
Students 2 3%
College Librarian 2 3%
Age Group
Below 20 years nil 0%
20 and below 30 30 39%
30 and below 40 30 39%
40 and below 50 10 14%
50 and above 6 8%
Gender
Male 43 57%
Female 33 43%
Marital Status
Married 46 61%
Unmarried 30 39%
Qualifications
10th and 12th 2 3%
Graduation/Diploma 25 32%
Post-graduation 47 62%
PhD 2 3%
Table 2
Question: Have of heard of emotional intelligence earlier?
Remarks Response %
Yes 60 79%
No 16 21%
Interpretation:
79% of people have heard of emotional intelligence earlier. 21% have never heard of EI
Table 3
Question: Do you think the study and practice of EI will help corporates and academicians to
lead a stress-free and successful life:
Remarks Response %
Yes 73 96%
No 3 4%
Interpretation:
96% of people feel the study and practice of EI will help corporates and academicians to
lead a stress-free and successful life:
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Table 4
Question: Do you have perfect knowledge of your own emotions?
Remarks Response %
Yes 59 78%
No 17 22%
Interpretation:
78% of people have perfect knowledge of own emotions. 22% donot have knowledge of
own emotions.
Table 5
Question: Have you tried to connect yourself with others (all around you) properly?
Remarks Response %
Yes 54 71%
No 22 29%
Interpretation:
71% of people have tried to connect themselves with others around them properly; 29%
respondents never tried to connect with others.
Table 6 (Remaining questions for married people only)
Question: Do you have difference of opinion with your life partner?
Remarks Response %
Yes 41 89%
No 5 11%
Interpretation:
89% of respondents accepted that they have difference of opinion with spouse; and only
11% do not have such difference with spouse.
Table 7
Question: If so how do you resolve the difference of opinion by?
Remarks Response %
Quarrel 3 6%
Arguments 12 16%
Leaving the place 3 7%
Sorting it out mutually 28 61%
Interpretation:
61% of people resolve the difference of opinion mutually, remaining respondents, either
quarrel and argue with spouse or leave home after quarrel.
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Table 8
Question:
Don’t you think that the study of EI will help you to connect yourself with your family
in a better way?
Remarks Response %
Yes 41 89%
No 05 11%
Interpretation:
89% of respondents think that the study of EI will help them to connect themselves with
your family in a better way; only 11% respondents do not think so.
8. Qualitative Analysis of the Questionnair
Most of the respondents were very enthusiastic on this research topic and after detailed
discussions with respondents we have received many suggestions, out of which a few
suggestions are given below:
(a) It (EI)is to be practiced, not just a study theoretically.
(b) EI cannot be developed in a single day training, but to be practiced from childhood.
(c) I think, media has great responsibility in their news presentation..
(d) The subject (EI) should be included in academics as a part of curriculum and trained
faculty should be assigned the task.
(e) EI is very useful to learn in OB, we can work more peacefully…and can make our lives
more healthy by respecting other’s emotions
(f) FDP in academics and EDP in industries should be arranged for getting healthy
environment. Dialogue must be regular with family members, to clear many family
matters.
(g) EI is an interesting concept. It will help in decreasing disruption in our society.
(h) Perhaps, EI will help us to manage boss, subordinate and life partner. etc.
Conclusion
We explained the concept of EI very clearly to respondents before getting it filled, to
avoid any confusion on this topic for better authenticity and to collective objective
information. The respondents were most teachers from a management college and 15 were
from corporate. Almost all respondents were very eager to fill the questionnaire and they felt
that this topic was interesting and beneficial for them. We would like to share our experience
that, while filling up questionnaire at corporate sector, one respondent had emotional problem,
for which we could provide some solutions, which was accepted by respondent. To conclude,
the need of the study of EI has been felt by almost all respondents and the same should be not
only be included in academic curriculum for all sectors such as management, IT, engineering,
medical etc. but also in training schedule in corporate sectors, so that all students and
employees will be able to lead a stress-free and successful life. There is also scope on more
researches on this topic is not getting its due importance and hence our research work.
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REFERENCE:
[1] Organisational Behaviour – BY Stephen P Robbins, Timothy A. Judge, Neharia Vohra
[2] Emotional Intelligence – By Daniel Goleman
[3] Wikipedia, the free enclopedia.
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ABSTRACT:
This paper describes the importance of soft-skills in Business Process
Outsourcing sector of Indian Indian organisation also called as ITes companies. The
study of soft-skills training was carried out at in Bangalore, India over a period of two
months. This paper also explains the end to end transition of a new recruit till he/she
gains expertise in customer handling with cultural awareness. A qualitative approach
has been adopted consisting of methods like long interviews, observations on the
operations floor and secondary information gathered from floor managers. A framework
has been built with the information gathered for future studies.The research includes
Abstract, Introduction, theoretical background of BPO industries, soft-skills training,
Methodology, presented in a suitable manner.
Soft Skill Training:
The BPO sector is workforce oriented and hence every employee belonging to this
industry is a resource for the organization. Therefore, for organizational growth lot of attention
needs to be given on the talent acquisition and skill development so as to have a talent pool
where the resources are not only adept in technical skills but also in soft skills such as
analytical skills, problem solving skills. Often, the resources in the BPO industries are
required to interact directly with the client from across the globe belonging to various
countries, cultures, perceptions, nuances, temperament on a one-on-one basis via telephone or
instant messaging systems and therefore required to possess personality traits or commonly
referred to as behavioral skills or soft skills such as social grace, friendly tone and attitude,
optimism, empathy etc.
Considering the above, the questions that one might ask is
How do Indian BPO organisations train their workforce?
What kind of content , pattern of training do the these organisations adopt?
With constantly changing requirements and clients how do these industries manage to
keep the flexibility?
How do the managers and trainers assess the training programs
What kind of methodology is adopted to train the trainer.
To address the above questions, training in the BPO industries are categorized in two
broad categories, namely, Technical Training and Soft-skills Training.
Although, both of them have their own importance but are exclusive of each other in
nature with reference to their design and pattern.
ABSTRACT:
The concept of Quality work-life is not a new but with the changing pace of life
and increase in stress levels, negatively affecting the quality of work, has made many
organizations think about strategies for maintaining a work life balance. There is a
strong link between Quality of work life policies and reduced absenteeism, increased
productivity and job satisfaction. Other benefits include improves recruitment and
retention rates with associated cost savings, a reduced stress, greater levels of job
satisfaction and loyalty and improved corporate image. The Quality of work life strategy
offers a variety of ways to reduce stress levels and increase job satisfaction of the
employees. Motivated employees not only enhance the productivity but also help
creating a positive work environment at office. Quality of work life is nothing but an
approach which recognized the overall importance of the climate or culture. It has
become one of the most interesting studies now a days as it has its usefulness in
increasing the productivity as well as job of satisfaction of employees. It covers all
aspects of working life. It is a degree by which members of a work organization are able
to satisfy their personal needs. The focus of work life is towards creating human work
environment where employees work cooperatively and contribute to organizational
objectives. From management perspective it relates to variety of efforts to improve
productivity through improvements in human, rather than the capital. In India things
have changed drastically and every organization is having their own unique problem but
the need of an hour is to improve the Quality of Work life of employees so as to
organizations make a strong employee base and improves its productivity.
Keywords: Quality of work life, job performance, employee satisfaction, job security
Introduction
Views that how can Quality of work life be improved by involving employees more into
work where they will get job satisfaction & which will have an impact on organizational
outcomes.
Quality of Work Life refers to the level of satisfaction, motivation, involvement and
commitment individuals experience with respect to their lives at work. Quality of Work Life
is the degree to which individuals are able to satisfy their important personal needs while
employed by the firm. Companies interested in enhancing employees Quality of Work Life
generally try to instill in employees the feelings of security, equity, pride, internal democracy,
ownership, autonomy, responsibility and flexibility. They try to treat employees in a fair and
supportive manner, open communication channels at all levels, offer employees opportunities
to participate in decisions affecting them and empower them to carry on with their
assignments. It has also been associated with organizational changes aimed at increasing the
levels of job widening (greater horizontal task flexibility) and job enrichment (greater vertical
ABSTRACT:
Introduction: The Human Resources department has become more strategic within
top-performing organizations. M-HRM is the recent trend in the field of Human
Resource Management. The fact is, today’s anytime-anywhere mobile access is changing
the way we do business. With the right apps, HR can manage IR, customer relations,
access sales performance data, and even can govern from their mobile devices. Human
resources technology developers have jumped on the mobile bandwagon, and are
working hard to bring new solutions for hiring, managing and tracking HR through the
smart cell phones of small- medium-Large sized business organizations. Enterprise
mobility applications can enable HR to champion and support employee engagement
and efficiency while presenting the basic benefits offered by mobile technologies.
Furthermore, as technology progresses and becomes more ingrained in day-to-day
life, both employees and managers will begin to expect the same instant access to
information and flexibility from their employers. Human Resources has a great
opportunity to improve engagement and productivity of its workers by providing
targeted, action-packed mobile applications that will make them giddy with excitement.
Purpose (Objectives): The research is carried out with the objectives to study the
changing trend of use of smart phones to manage HR, to understand current scenario of
mobile human resource management, to find out and study the core functions of HR
where mobile applications are in use and can be further expand its use in future, to
Study the impact of gadget on advantages and disadvantages of increased use of smart
phones in the field of HRM.
Design / Research Approach / Methodology: Primary and secondary data
collected. The research design was both structured as well exploratory as it was carried
out in unstructured pattern. It had a focus on discovery of significant variables; and
there will be an analysis of insight stimulating cases. Extensive literature review had
been done with academic journals, industry portals, referring and monitoring the
industry news and developments etc.
Findings and conclusions: The paper reports findings on the recent trend of use of
smart phones in managing and governing human resources efficiently, the mobile
applications that are currently in use as a current trends, and the utility of mobile
X
XII Fin
F ndiing gs and
a d Con
C ncllussion ns
T e pap
The p per rep porrts finndiinggs on
o the recr entt trrennd ofo usee ofo smsmartt ph honness inn man
m nag ginng and
a d
go oveernning humh maan resr sou urcees effficiien y, the mob
ntly m bilee ap ppllicaatio
onss th hatt arre currreentlly in
i use as a a
cuurrrentt trrennds, and
a d thhe util
u lityy of
o mob
m bille app
a pliccatiionns in
i HR R fun
f nctiion ns alo
a ng with h th
he prop os and
a d
coonss of M- M HR RM M.
W th an
Wi n everr-eexp pandin ng mo obiile work
w kfo orce anda d the
t allreaady y ubi
u quito ous usse of po opuulaar
m bilee devi
mob d icees likel e sma
s artp phoonees, thheree is gre
g at bu usinness valu
v ue in n prrov vidingg mob
m bilee acc
a cesss to o
m ny keey HR
man H fu uncctioonss, froomm tale
t entt mamanag gem meent and
a d emp e plo oyeee co ommmu uniicattioons to o
paayrrolll/tiimee and
a d atte
a end dancce to o em mpploy yeee ben
b neffits. Prac
P cticcall ap ppllicatioons inc
i lud de su ubm mitttingg
timmee worw rkeed fro omm dist
d tan nt fieeld lo ocaatioons, app
a proovinng tim mee off,
o , and
a d subs bmiittin ng em mpployeee
exxpeensse rep
r ports frof om thee ro oadd.
HR dec
HR d isio on mak
m kerss shos ould d con
c nsid derr mob
m bilee cap
c pab bilittiess to
t be b a "m musst-h havve"" feat
fe turee
w en buyin
whe ng a new HR R sys
s stem m or en ngaagiingg ann HR
HR serv vice prop oviderr. Re Reseaarcch sho owws tha
t at
bu usiineessees aree in ncrreasinngly y foll
f low winng tha
t at line
l e ofo thin
t nkiing g. Com
C mp pareed to 20 009 9 sttatiistiics, 10%%
m re dec
mor d cisiion n mak
m kerrs in i mid
m dsiized comc mp pan
niess annd 33 3%% mor
m re in i larrgee firm ms conc nsiderr mobm bilee
H cap
HR pab
biliitiees "cr
" riticcall" or
o "im
" mpo ortaantt" whe
w en maakiing g fu
uturre HR R systtem m and
a d seerv vicee bu uyss.
R ultt geeneera
Resu ateed by
b Da ataa Ana
A alysiss Toolls:
Mobille accesss alllow
Mo ws orrgaanizzatiion ns to crreatte an nd heelp em mpow wer a morem e pro p odu uctiivee,
saatissfieed, annd eng gagged d wor
w rkfforcce. 75 5%% peerccen nt of
o hum
h man n reso
r ourrcee manm nag gerss in
n laarg
ge and
a d 71%
7 %
in
n mid
m dsizzed d co ommpan niees sur
s rveyed d ack
a kno owlleddge wo orkkfoorcee prod
p ducctiv vityy has
h s im
mprrov vedd ass a resullt
off alllowing th heirr emmpploy yeees to
t acc
a cess mob
m bile HR HR so olutioons.
F rwaard
For d-thhin
nkin ng orrgaanizattion ns allsoo view
v w mob m ile solu utioonss as
a crriticcall com
c mpeetittivee
reecru uitting
g and
a d em mp ployeee rete
r enttion n inittiattivees – vit
v ally y so,
s whe
w en tar t getting leal adin ng caand didaates
frrom
m th he neext generration n "GGeen Y/M
Y Millennial" taaleent po ool..
T e mob
The m bilee tech hnooloogyy iss grrow
winng rap piddly,, an
nd theeree arre new
n w sol
s lutiion
ns ememerg gin a thee
ng all
t me.
tim
T e futu
The fu uree peerspecctiv ve off thhe util
u lityy of
o M-
M HRM H M as a tecchn nology y cha
c ang ges raapid dlyy an nd wee
n ed to
nee t imi pleementt ch hanngee man
m nag gem men nt.
Work
Wo k an nd Liife caan be b po ossiblle as
a con nneectted
d 24 4/7
7 with
w h th he orrganizzatiion n as wel
w ll fam f mily y
f nt can
fron c n beb mamanag gedd prop
p perrly y.
IN
NC
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H1- There is co-relation between utility and impact of M-HRM along with significant
difference between Reasons and Factors Responsible For M-HRM which creates
innovative HR efficient processes and comparatively little irritation
a. 81% of large and 76% of midsized organizations report improved workforce satisfaction
b. 78% of large and 73% of midsized firms see improved real-time decision making
c. 75% of large and 71% of midsized companies observe improved workforce productivity
H1 There is co-relation between MHRM proactive activities and reduces mismanagement
resulting into employee productivity and smooth co-ordination
H1- There is significant co-relation between effectiveness to maintain work life balance and
raising personal life stress adding, with accelerate workflows with informative alerts and
notifications along with feedbacks.
Even though technology Improves our life and makes it simpler too much interference of
such technology can disturb our lives on personal level.
XIII. Study Benefits To
I. IT HR can take proactive steps to retain people
II. Society can benefit by knowing pros and corn of M-HR as it has became the vital part of
the portion of life
III. What would be best M-HR practice or M-HR role trying to cut/reduce/withdraw the
admin budget/Hr budget/overhead cost/welfare cost to retain their employee and
companies profit at the same time.
XIV. Future Study Leads To
I. Policy updating regarding use of M-HRM
II. Rules and regulations revision for managing the work life balance.
XVI. REFERENCES:
[I] Internet :
[1] www.adp.com/tools-and-resources/adp.../insight-item-detail.aspx?id...
[2] http://www.adp.com/tools-and-resources/adp-research-institute/insights/insight-item-
detail.aspx?id=F7F82D9F-10E4-493A-9E3E-FA72BC87E699
[3] https://www.youtube.com/embed/ejMkpJNl2tc?version=3&rel=1&autoplay=1
[4] https://mobileshrm.org/
[5] http://www.cascadehr.co.uk/hr-software/mobile-apps/
[II] eBooks :
[B1] http://www.computerweekly.com/ehandbook/The-Future-of-Work
[B2] http://www.wa-engage-mobile-2012-0417.pdf
[III] Magazines articles whitepapers and Journals
[MJ1] http://www.frontiersoftware.com/about-us/articles-whitepapers-presentations
[MJ2] http://www.workforce.com/articles/20878-leading-the-way-in-hr-applications-
november-2014 Leading the Way in HR Applications (November 2014)
IV] News Papers NP1] Lokmat
Under capitalism workers receive only a small fraction of the wealth that they alone
produce, while the lion’s share goes to the capitalist owners and to the bankers, landlords,
insurance companies, lawyers, politicians, and all the other parasites who live off the back of
A Pa
Para
adiigm
m Sh
hifft fro
f om
m Tra
T ain
nin
ng to
o Lea
L arnnin
ng- An
An Immp
pliicit cha
c ara
accterrissticcs off
a Leearn
nin
ng Orrgan
nizzattion
n
Ms.. Son
M nal Suushhil Mo
Modii
R earrch Sccho
Rese olarr @
Tiilak
k Mah
M harrash
htrra Vid
V dyaapeeeth
h,In
ndiia
G ide: Dr.
Gui D Raajan n Dha
D am mdhheree
A ST
ABS TRAACCT:
This Reesearcch pa apeer foc
f cusses on n a ver
v ry sim
s mplle yett phep eno omeena al Pa Parad dig
gm Sh hift
ft
h ppeenin
hap ng frrom m “T Tra ain
ning g” to o “L Leaarnnin
ng” ”. “T Thee onlo ly su usta ain
nab ble ccom mpeetittivee
a van
adv ntag
ge is an n orga
o aniiza atioonss ab bility to
o leearrn fas
f sterr thhann the
t co omp pettitiion
n” says ys Peeterr
S nge. The
Sen T e pa aper ad ddrresssess on ne off thhe mo ost immpo ortaantt and
a d crritiica a as off Learrniing
al are g
O gan
Org nizaatioon Fram
F meewo ork
k whi
w ich h iss Con
C ntin nuoouss Lea
L arn ninng. Leearrnin ng en nab bless Bus
B sinesss
ef caccy. Bu
effic usiineess Orrga aniizattions todayy area e grap ppllingg wit
w th mumultip plee ch halllenngees su uch ass
a le wo
agil work en nviron nmmennt, rap
r pidd ch hanngee inn tec
t hnolo ogyy, div
d versse wo orkfkforrcee, glo
g baliza ation,,
n k dee
nec d ep com
c mpetitio on and
a d la astt bu
ut not
n t th l st, Ta
he lea alennt Ma
Mana ageementt. BusB sinesss dyyna am
micss
a flu
are uid
d , thee con
c nsta antt is chhan ngiingg, eve
e ry on ne the
t ere in n thhe spa acee iss trryiing too be a first
fi t
m verr, com
mov c mp petiitio
on is cu ut thhroa at in i su uchh a demd man ndiing
g, overw whelm minng an nd flu uid
d
e iro
env onmmen nt too hav
h ve su usta ain
nab ble g grow wthh, coonttinuuinng to o beb prroffita ablee, ha aviing a
c mpeetittivee edge an
com nd briing ging g val
v lue to o all the
t e key sta akee hold
h derrs is a ma mamm mo oth go oal.
C ntin
Con nuoous Lea
L arn ninng theereefore is th he only Keey to m mitig gatte thee situ
s uation n. The pap p perr
fo usees on
focu o wh hy Leearn ninng an nd non t Tra
T iniing g, the
t neeed d fo
or this
t s par
p rad digm m shif
s ft, som mee caasee
studdies and
a d reevieewws seen
s n thu
t s farfa an nd way
w y forw
fo ward.. The
Th pa apeer wou
w uld d allsoo lo
ookk att wha
w t iss
thhe im
mpaactt off this
t s shif
s ft, eco osyysteem
m th hatt nee
n ds to o be
b pre p epaareed, mind
m dseet tha t at neen edss a
c ang
cha ge. It will
w hiigh hligghtt thhe fa actoorss requ
r uirred d to o ins
i stitu
utioona alizze a ho olissticc lea
l arniingg
c turre and
cult a d mak
m ke lea arnning g as
a a DN DNA off th he Orrga anizzattion
n vers
v sess co onvven ntio
ona al tra
ainiingg
g en on
give n need
n d basb sed d reequuirremmen nts. Org
O aniza atio
onss will
w ha avee a com mpeetitivee ed dgee if and
a d
o y iff th
only heyy are
a co ontiinu uouuslly lea
l arning g. Inc
I creeasing g prof
p fita abiilityy and
a d su usttainnab blee grrow wth
h
iss only
o y pos
p ssib blee iff Org
O gan nizaatioonss are
a learn nin
ng fro
f om th heirr suc
s cesss, frrom m th heiir fai
f lurres,,
fr m the
from t co omp pettito
ors,, frrom
m th he cusstoomeerss an nd best pra
p actticees in
i the
t e in nduustrry.
K y wor
Key w rdss: Learn nin
ng Orrga aniizatioon, Con
C tin nuoous Lea
L rniing g, MeMenttal Mod M delss, Systeemss
T nkiing
Thin g, Tra
T ainiing g reedeefin
ned d.
In
ntrrodducctio
on::
T is res
Thi r searrch
h papeer is an atttem
mp pt to
o unl
u eassh thee pow
p werr off Lea
L arniing g in
n th
he flu
uidd sttatee of
o
bu
usiineess thaat we
we arre ope
o eraatin
ng. Itt is tim
mee to
o ad
dop
pt Le
L arnnin
ng as
a pra
p actiicee an
nd unndeersttan
nd wh
why it i
IN
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is the need of the hour. Organizations strongly believe they need to keep continuously
learning to have a competitive edge over others in a rapid manner. Conventional training is
unable to meet the ever growing agile business needs. It’s not a luxury but a necessity to be a
Learning Organization. The first change that a Learning Organization demands is learning
every moment , on the job, through social network, through our friend google ,from
experiences of others, through exploration, by taking risks, through success and failures in the
past , by knowledge sharing, referring past repertoires, through observations, discussions and
any media that enables learning. Learning Organization was a concept coined by Peter Senge
in 1990, he mentioned Learning Organizations are “Organizations where people continually
expand their capacity to create the results they truly desire, where new and expansive patterns
of thinking are nurtured, where collective aspiration is set free, and where people are
continually learning how to learn together.” These organizations act ahead of their
competition. They constantly create markets, products and offer services and state of art value
to the customers and stake holder. According to the literature study, a learning organization
is the term given to a company that facilitates the learning of its members and continuously
transforms itself. Organizations who do not become Learning Organizations become stagnant.
A classic case of Nokia as the leader in Mobile technology , in the early days had eaten
up the market due to its user friendly mobile devices, it failed to learn on its way and was
contented with the success achieved due to which got beaten up when smart phone era came in
. Players like Samsung swept the market and Nokia was out of place. Nokia could not keep up
with the customer demand, did not fore see the future and could not align with the new trend.
Sustainable growth and increasing profitability comes with continuous learning.
Training Vs Learning:
Training is something which is enforced by an external agent on identifying the skill gap
required to work on a project assignment. Thus it mandates either the skill gap to trigger it or
someone else to highlight the need. The ownership is not with the person taking the training
but on the facilitator and the initiator. Training is provided FOR employees whereas learning
is initiated BY the employees.
Learning is a 360 degree shift, as the responsibility of the learning resides on the
shoulder of the learner. It is led by hunger for knowledge, inherent passion, and curiosity to
learn something new, explore the uncharted areas, accept challenges, make mistakes and learn
from them. Such learners identify opportunities for improvement, develop the ability to think
out of box, take a holistic view of situation, identify the problems and keep finding newer
ways to resolve them. It’s all about ownership.
While difference between training and learning is elaborated above, there is no intention
of undermining the essence of training. The objective is to understand the business needs and
situations in today’s context and prepare the taskforce for learning on the fly, learning on
demand, building their skill and competency, take the ownership of learning and move on as
this is the only means of enhancing the competitive edge that an organization could have, rest
all can be duplicated. Training primarily is a reactive solution to present needs, rather than
building capabilities for the long term. It gives a temporary solution to do a quick fix. It does
not build the competency or knowledge within the learners, it lacks the ability to focus on
implementation that a learner has to do on job.
Source: http://springmd.rockyview.ab.ca/our-school/21st-century-learning
A group of co-workers had developed a hypothesis that on one particular machine, the
photo copy speed is affected by the volume of pages in that job. On the contrary the
information they had was regardless of job size the speed of the copier machine remains same.
This did not hold true for this particular machine. Thus they experimented practically by
running a voluminous job in batches on one day and then the same job was run in bulk the
other day . They could collect data to check their hypothesis and found that they were correct.
This group proactively plunged into a practical experiment which was not expected from them
and neither did they have any rewards attached. Curiosity made them to explore, they got an
opportunity to try something new and their findings resulted into increased efficiency at
workplace. They were appreciated for this their efforts.
Nurturing the ecosystem for enabling Learning in Organizations:
A shift from Training to Learning is certainly not easy because it requires mindset
change at the entire organizational level. It’s always evidenced that this change particularly
needs to be a TOP -DOWN approach meaning the Organizational stake holders need to
appreciate Learning, unlearn the old and learn the new, adapt a mindset that will lead them to
be a Learning Organization. Imbibe a learning culture and make it as the Organization’s DNA.
It demands transition from Lateral thinking to System’s thinking, have a shared vision across
the organization, shift from the traditional mental models to explorative and risk taking mental
models, promote personal mastery, create avenues for continuous learning and accommodate
Source: organisationallearninganddevelopment.wordpress.com
Where does the trigger for this paradigm shift come from?
There are multiple triggers which enabled this shift.
Competitive edge: In order to be competitive organizations need to help employees
assimilate new skills and competency. Continuous learning is the need of the hour and
learning has to happen at a commendable speed and thus learning is promoted rather
than training as it needs to be done quickly which can be then implemented on the job.
3. Generate How could we Lots of ideas on how to Potential solutions Solution list
potential make the change solve the problem classified
solutions ?
4. Select and What’s the best Lots of criteria for Criteria to use for Plan for making
plan the way to do it ? evaluating potential evaluating solution and monitoring
solution solutions agreed upon the change
Implementation and Measurement
evalusion plans criteria to
agreed upon evaluate solution
effectiveness
5. Implement Are we Implementation of Solution in place
the solution following the agreedon contingency
plan ? plans (if necessary)
6. Evaluate the How well did is Effectiveness of Verification that
solution work solution agreed upon the problem is
Continuing problems solved or
(if any) identified Agreement to
address
continuing
problems
Source: https://hbr.org/1993/07/building-a-learning-organization by David A Garvin
Conclusion:
Learning is all about building capabilities for the future and being ready.
Continuous learning at all levels of an enterprise enables competency building and
allows the organization to build a high agility quotient.
Learning culture is a mark of competitive advantage and enables talent management.
Learning aligned to business needs will yield increase in profitability, sustainable growth
and an edge over others.
Building an ecosystem to inculcate learning culture is the need of the hour.
The shift from training to learning is thus a progressive movement towards building
overall capability of the taskforce.
Recommendations:
Learning culture has to be a part of the organizational strategy
Commitment toward continuous learning should be reflected at all levels
Organizations should embrace technology to foster a learning culture
ABSTRACT:
In this competitive world, training plays an important role in the competent and
challenging format of business. Training is the nerve that suffices the need of fluent
and smooth functioning of work which helps in enhancing the quality of work life of
employees and organizational development too. Development is a process that leads to
qualitative as well as quantitative advancements in the organization, especially at the
managerial level, it is less considered with physical skills and is more concerned with
knowledge, values, attitudes and behaviour in addition to specific skills. Hence,
development can be said as a continuous process whereas training has specific areas
and objectives. So, every organization needs to study the role, importance and
advantages of training and its positive impact on development for the growth of the
organization. Quality of work life is aprocess in which the organization recognizes their
responsibility for excellence of organizational performance as well as employee skills.
Training implies constructive development in such organizational motives for optimum
enhancement of quality of work life of the employees. These types of training and
development programs help in improving the employee behaviour and attitude towards
the job and also uplift their morale. Thus, employee training and development programs
are important aspects which are needed to be studied and focused on. This paper
focuses and analyses the literature findings on importance of training and development
and its relation with the employees’ quality of work life.
Keywords: Human Resource Management, Training & Development and.
Introduction
In the changing phase of the market, all organizations have a number of opportunities to
grab and number of challenges to meet. Due to such environment, the dynamic organizations
are smoothly surviving in the present competition. While facing these challenges, there is a
great pressure of work on the shoulders of management. It is a responsibility of the
management to make necessary changes at the workplace as per the requirement of the job. To
survive in the competition and to meet the requirements, the management needs to change
their policies, rules and regulations. The organizations face a lot of pressure in the competence
for a talented work force, for constantly improving the production methods, entrants of
advanced technology and for the employees who are inclined to achieve work life balance.
The success of any organization depends upon the quality of the work force, but in order to
maintain the quality of the work force, many organizations come across a number of obstacles.
These obstacles include attraction of the qualitative workforce towards the organization,
recruitment of intelligent, dynamic as well as enthusiastic people in the organization,
motivation of current employees with different techniques and retention of the current
Development:
Employee Development Programs are designed to meet specific objectives, which
contribute to both employee and organizational effectiveness. There are several steps in the
process of management development. These includes reviewing organizational objectives,
evaluating the organization’s current management resources, determining individual needs,
designing and implementing development programs and evaluating the effectiveness of these
programs and measuring the impact of training on participants quality of work life. In simple
way, it can be denoted as per the following formula.
Employee Development = Education + Employee Skills +Training Effectiveness
+Employee Quality of work life
Research Methodology
Design of the study:
The design of the study is the conceptual within which research /study is connected. It
constitutes the blue print for the collection, measurement and analysis of data.
Data Sources
Primary Data
Is generated in an investigation with the help of questionnaire
Secondary Data
Is collected from books, internet, articles, journals and other sources.
Sampling:
Sample Population:
There are 155 Staff employees in the organisation
[1] Ameer Hasan (2013) HRM Practices in Public and Private Universities of Pakistan
Muhammad Irfan Arif University of Education Lahore ; Proceedings of 3rd International
Conference on Business Management (ISBN: 978-969-9368-07-3)
irfanarif149@yahoo.com;Riphah International University; Islamabad
euphoric.ameer@gmail.com University of Management and Technology, Lahore,
Pakistan
[2] Ameer Hasan (2013) HRM Practices in Public and Private Universities of Pakistan
Muhammad Irfan Arif; University of Education Lahore;
irfanarif149@yahoo.com;Riphah International University; Islamabad
Q. 3 Whether your employees are satisfied by the schedule of the training program?
option Yes No Can”t Say
No.of Employee 42 6 12
70% 10% 20%
Q.5 In case on-the –job training,which type of training ,do you prefer?
Option Role Coaching Job Committee Any
playing instruction assignment other
No.of 22 16 12 6 4
employee
Percentage 37% 26% 20% 10% 7%
Findings
A majority of employees agree to the fact that training improves their skill & knowledge
& supports in career development
Training is given on safety, shut down management,technical subject related to the
manufacturing process, motivation & stress relaxation.
Most of the employees satisfied with the duration & schedule of training program.
Most of the employees feel that they required further training in latest methods to
enhance their skill.
Most of the employees satisfied with the training instruction of trainer.
Negative point trainees having no technical background .
Some managers who gave the special training to their department employees are highly
motivated & giving high performances.
Suggestions
Training program should be made more innovative & interesting to make attractive to
the workers
Training modules should be perfectly designed to make more objects oriented.
Organisation should increase training program toward technical areas for more technical
people.
Trainees having no technical background are made compulsory to attend the programs
To fill in the training impact,gap, company should arrenge more outdoor training
program as the employees will feel fresh & will learn moreto improve through it.
Special meditation room shold be provided where they will relax, get empowered
mentally & gain energy to achive their personal as well as organizational goals.
Feedback should be collected from the trainings that how they implemented the learning
effects in their work & how much it Worked.
Limitations
During the course of the study , there were certain limitations , Researcher may collect
insufficient data for this research work because of limited time and vast topic of research.
Data Interpretation:
After doing inferential analysis it is found that for different age groups satisfaction
towards job security and relationship with superior changes.
3) Qualification:
ANOVA
Sum of df Mean F Sig.
Squares Square
Work Nature Between 8.633 4 2.158 2.442 .053
Groups
Within 73.367 83 .884
Groups
Total 82.000 87
Job Security Between 12.929 4 3.232 1.928 .113
Groups
Within 139.150 83 1.677
Groups
Total 152.080 87
Job Status Between 8.296 4 2.074 1.820 .133
Groups
Within 94.568 83 1.139
Groups
Total 102.864 87
Facilities at organization Between 6.001 4 1.500 1.454 .224
Groups
Within 85.624 83 1.032
Groups
Total 91.625 87
Working place of Between 1.174 4 .294 .335 .854
organization Groups
Within 72.815 83 .877
Groups
Total 73.989 87
Appreciation of good work Between 14.769 4 3.692 3.410 .012
Groups
Within 89.856 83 1.083
Groups
Data Interpretation:
After doing inferential analysis of data by using descriptive and ANOVA table it
indicates that for different qualification groups,
Satisfaction towards nature of work
Appreciation for good work from seniors
Feeling as an employee for the organization
Relationship with colleagues
Work Experience
<= 6 months 21 6.8
6 months - 1 year 30 9.7
1 - 2 years 50 16.2
2 - 5 years 117 38
5 - 10 years 63 20.5
> 10 years 27 8.8
Education
Pharmacy 170 55.2
Science 113 36.7
Arts 11 3.6
Commerce 14 4.5
Marital Status
Married 165 53.6
Unmarried 143 46.4
Age Group
21 yrs - 25 yrs 98 31.8
26 yrs - 30 yrs 147 47.7
31 yrs - 35 yrs 43 14
36 yrs - 40 yrs 9 2.9
> 40 yrs 11 3.6
Note: B = unstandardized regression coefficient; s.e. = standard error; *p < 0.001; **p <
0.05.
The study had several limitations. Samples were selected from single metro city.
Though metro cities have population from majority of states (migrants from other states), it
may not be true representative of national population. This is because majority of the migrants
are from nearby states. Further, metro cities offer representation for urban areas. Moreover,
metro cities are usually treated as pool territories (more than one representatives are assigned
same geographical area) by pharma companies. Sampling frame was not available. Hence,
non-probability sampling technique was used. Non-probability sampling does not guaranty
representative samples. The study has not included sales representatives from non-
pharmaceutical industry. Therefore, findings of this study has limited generalizability. Further
research including other urban and rural territories and representatives from other industry in
India as well as from other countries is recommended to increase the generalizability.
Conclusions:
This research reported effect of organizational and occupational commitment on
performance and satisfaction of medical representatives. Occupational commitment has shown
positive effect on job satisfaction of medical representatives. More the occupational
commitment more the job satisfaction. A comparison of coefficient values indicated that
occupational commitment has strongest effect followed by age (negative effect) and work
experience. It suggested that more the work experience more the job satisfaction and lesser the
age more the job satisfaction. Our findings about effect of occupational commitment on
satisfaction supports the findings of May et al.(2002). According Alvesson, (2000) nature of
work (challenging and uncertainty) enhances occupational commitment. We noted that
Since, productivity and quality have become major considerations in competency and
competitiveness, the quality of the workforce and training have become critical factors.
Shorter product life has enhanced the need for multi-skilled easily trainable employees.
Employee skills have become important determinants not only of flexibility, productivity and
quality, but also of employability, investment and the ability to rapidly adapt to market
changes.
3. Globalization and the Changing Face of Industrial Relations and
Management
3.1 Globalization
The pressure on traditional IR is not all due to globalization, as we might see, but many
of the changes taking place can be traced to globalization. It is not always easy to disentangle
the causes and effects of globalization. However, it would probably be true to say that
globalization is represented by the opening up of markets due, in large measure, to foreign
direct investment consequent upon the lowering of investment barriers in practically all
countries; by the liberalization of trade, and by the deregulation of financial markets in
consequence of which governments increasingly have little control over the flow of capital
across borders as adopted open economy strategy in India.
BPO Sector:
Hospitality Industry:
The erosion rate in the hospitality industry is set to double to nearly 50 per cent by
2010, up from the earlier 25 per cent, thanks to rapid expansion, reveals a study conducted by
Associated Chambers of Commerce & Industry of India (ASSOCHAM). The study also
predicts that due to further expansion in the hospitality sector in the Middle East and Europe,
there will be a huge demand for trained and skilled personnel in large numbers, in next three
years.
In a study entitled 'Erosion Rate: its possible impacts on the hospitality industry',
ASSOCHAM has estimated that the Commonwealth Games 2010 alone, will create job
opportunities for nearly 50,000 skilled professionals, as about 70 hotels are likely to be
commissioned in the next three years, assuming that each hotel will need about a 600-strong
regular workforce.
Speaking to Express Hospitality, Venugopal N Dhoot, president of ASSOCHAM says,
"This huge constraint will trigger erosion rate in the hotel industry, as it will create greener
pastures for those experienced employees, currently engaged in established business houses in
the hospitality sector."
He states further that almost every established hotelier is chalking out their expansion
strategies for overseas ventures in countries like Dubai, Saudi Arabia, Bahrain, Iran, Oman
and European Nations like UK, Germany, Italy, as well as Australia and New Zealand. "They
all prefer Indian managers because of their high educational qualifications, quality standards
followed through HM training in India, and the experience gained by working in Indian
conditions."
According to the study, more opportunities are also opening up in the hospitality
industry, as a worldwide diversification drive is intensifying, which will generate larger
employment opportunities for Indian hotel staff, in view of the cost factor, which in case of
India gives an edge as most of its workforce is accustomed to work for longer. This is another
factor contributing towards enhancement in erosion rate.
Dhoot feels that in view of heavy expansion taking place in India and other parts of the
world in the hospitality sector, it is estimated that an additional 300 million job opportunities
for professionals would come up by 2008 itself, which would be taken up by the existing
engaged lot. This will again result in spurring erosion rates.
As such the hotel industry is facing a manpower crunch especially at entry and junior
managem management levels. More than half of the students who pass out from catering
institutes, are not as keen to serve the budgeted hotels. On the contrary, they opt for overseas
jobs, cruise liners, and airlines, which offer attractive remuneration. This again has created
problems for hoteliers to recruit qualify staff at entry level.
Estimates reveal that an assistant housekeeping manager with two to three years
experience on the cruise lines makes about US $1,900 (Rs 82,650) a month. An assistant
purser front desk receptionist for the same liner, with some experience, will get about US
$1,650 (Rs 71,775).
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76
ASM’s International E-Journal on E-ISSN – 2320-0065
Ongoing Research in Management & IT
Foresight
Motivation
Leadership
Independence
HR Challenges:
Retention and Motivation of personnel are major HR concerns today. The use of new
technologies, the support of learning and training, and a challenging environment ranked
higher than competitive pay due to which retention of employees become very difficult.
Attracting the Best Talent is another challenge. Many organizations often experience
continues demands for the same kinds of professionals. The Indian software industry
often suffers from a shortage of experienced people, attracting them is a key HR
challenge.
Another challenge faced by HR is to give good compensation and rewards to the
employees who have performed best so that they remain motivated and devoted toward
the organization.
The HR professional is expected to be a strategic partner contributing to the success of
business plans, which to a great extent depend on HR policies pertaining to recruitment,
retention, motivation, and reward.
Up-gradation of Skills through Re-training due to rapid and unpredictable changes and
the increased emphasis on quality of services are compelling to recruit adaptable and
competent employees. HR provide the employees with all the training they may need in
order to perform not only in their current projects, but also in related ones that they may
subsequently hold within the organization.
Types of Competencies
With a view to moving away from traditional method to describe competency in terms of
knowledge, skills and attitudes instead focusing on the self-image there are various
Data Source
Primary Data
The primary data is being collected through questionnaires and discussion the various
employees in the organization. Sample size for the primary data collection (questionnaires and
discussion) was 20 employees.
Secondary Data
The secondary data is being collected from Internet, Journals, and Books and from
previous publications.
Conclusion
Competency Mapping is one of the most accurate means for helping in development of
the skill within the employee. It also helps to identify the job and behavioral competencies of
an individual in the organization. Competency mapping is not only made for the middle level
employees but it can also be done for the higher level and lower level employees.
Competency is a set of knowledge, skills and attitudes required to perform a job
effectively and efficiently. A Competency is something that describes how a job might be
done excellently; a Competence only describes what has to be done, not how. Core
competency is something which cannot be copied and it is the pillar upon which individual
rest.
REFERENCES:
[1] R.Yuvaraj, International Journal Of Scientific & Engineering Research, Volume 2, Issue
8, August-2011 1 Issn 2229-5518 Ijser © 2011 Http://Www .Ijser.Org :- Competency
Mapping – A Drive For Indian Industries.
[2] Dr. K.V. KANNAN, Mr.A.Jayaseelan: -A General Review Of Competency Mapping.
Inference:
The above the table shows that as much as 82 per cent of the respondents are in the
higher income group of more than Rs. 10,000 income per month. Hence it can be inferred that
monetary benefits are not a constraint to assess the quality of work life, in the study unit.
Table No - 2 : Job allotment based on competency of the employee
Opinion No. of Respondents Percentage
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
Total 100 100
Inference:
The above the table states that as much as 97% of workers in the study unit were of the
opinion that their job enables them to use their competencies in full. Only 3% of them
disagreed to this point. Hence, it can be inferred that the work in the study unit is such that
which allows almost all the workers to use their skill and ability in full.
Table No - 3: Equal treatment at work place irrespective of competencies.
Opinion No. of Respondents Percentage
Strongly Agree 43 43
Agree 57 57
Disagree - -
Strongly Disagree - -
Total 100 100
Inference:
The above the table shows that no harm is done to the self-respect of the workers in the
study unit. 43% of the respondents strongly agreed to the statement and 57% of the
respondents also opinioned that the workers are treated equally irrespective at their work
places. Thus it can be concluded that the organization provides equal treatment at work place
irrespective of competencies.
Table No - 4 : Influence of working conditions on employee productivity
Opinion No. of Respondents Percentage
Strongly Agree 46 46
Agree 51 51
Inference:
From the above table it can be understood that almost 97% all the workers in the study
unit either agree or even strongly agree that the conditions on their job allow them to be
productive. Only 3% of them were of negative opinion. Thus, it is clear that the conditions on
job are congenial to raise the productivity of the workers which is very essential for both the
management and workers to achieve their objectives of higher productivity.
Table No - 5 : Opportunity to develop special abilities
Opinion No. of Respondents Percentage
Strongly Agree 25 25
Agree 63 63
Disagree 12 12
Strongly Disagree - -
Total 100 100
Inference:
The above table states that 25% of the workers strongly agree to the point that there are
adequate opportunities to develop their own competencies in the work place. 63% of the
respondents agree to it only to some extent. Only 12% of the workers find no such
opportunities in the study unit. Hence, it can be inferred that the opportunities available in the
workplaces to develop competencies s of the workers is satisfactory. No doubt in the
improvement of competencies would definitely improve the quality of work life in the study
unit.
Findings:
From the table 1, it is inferred that as much as 82 per cent of the respondents are in the
higher income group of more than Rs. 10,000 income per month.
From the table 2, it is inferred that as much as 97% of workers in the study unit were of
the opinion that their job enables them to use their competencies in full. Only 3% of
them disagreed to this point.
From the table 3, shows that no harm is done to the self-respect of the workers in the
study unit. 43% of the respondents strongly agreed to the statement and 57% of the
respondents also opinioned that the workers are treated equally with respect at their
work places.
From the table 4, it is inferred that almost 97% all the workers in the study unit either
agree or even strongly agree that the competencies allow them to be productive. Only
3% of them were of negative opinion.
From the table 5, it is inferred that 25% of the workers strongly agree to the point that
there are adequate opportunities to develop their own competencies in the work place.
Competency Model
Data Collection
To assess employee competencies, the data is collected. Following steps are generally
taken for this purpose.
1) Format of Job Description is finalized in consultation with the HR Department.
2) Job Description of the employees is completed in consultation with the employees in
predetermined format.
3) The job descriptions of the employees are finalized after the following process is
undertaken
a. The employee approved the Job Description
b. The HODs approved the relevant information in the Job Description to avoid
exaggerations.
c. The review of the HR Department was obtained to avoid biasness.
4) As indicated earlier, the assessment of the employees on three aspects was taken up:
a. Attributes
b. Skills
c. Knowledge
5) Various parameters on all the above three variables are selected. These parameters are
further elaborated by adding factors of each parameter to bring in more clarity and
precision.
6) The parameters are derived from the Key Result Areas (KRA) included in the
Performance Appraisal System.
7) The scores on all the three variables viz. Attributes, Skills and Knowledge are averaged
to find the final score. Assessment is made on the basis of five point Scale in personal
interaction with each of the employees. The final score is used to analyze the ranking of
each employee on 5-point scale In order to study the competency development skills
among the employees, the following steps are undertaken:
1. Job Description
2. Assignment of Scores on attributes, Skills and Knowledge of the employees
3. Assessment of Overall Competency of the employees.