Beruflich Dokumente
Kultur Dokumente
Managing
Human Resources
in Global Era
Prospects &
Challenges
m 1
i 9 e
t l x
resezznsallj competencies 33
outsourcing 1'1 retention 3 u EdltOl
efficiencyi talent managementl t
innovation 3 H "I
organisation e D 0
strategy resources
balance culture r
1'. Raw Aluvala
7 i ' i 7'
9
management .;9 g
a 3
a n
n
Zenon
AP Academic Publishing
MANAGING HUMAN RESOURCES
IN GLOBAL ERA:
PROSPECTS & CHALLENGES
EDITOR
DR RAVI ALUVALA
Disclaimer
Zenon Academic Publishing, 2013
ISBN: 9788192681931
This book is meant for educational and learning purposes. The author
of the book has taken reasonable care to ensure that the contents of the
book do not violate any existing copyright or other intellectual property
rights of any person in any manner whatsoever. In the event the author
has been unable to track any source and if any copyright has been
inadvertently infringed, please notify the publisher in writing for
corrective action.
PREFACE
The intellect and creativity of people are at the heart of the knowledge
driven revolution with a growth of service sector knowledge intensive
businesses. Within all sectors workers have to be more highly educated
and more must be able to work with customers as part of their daily
work as well as participate in teamwork.
People today are also required to work flexibly across a range of job
roles as organizations become flatter with fewer layers of management.
As the pace of change quickens individuals will have more
independence to manage themselves and their own activities with a
growth of opportunities.
I would like to thank all the contributors who have enriched this book
with their thoughtful ideas and insights. I acknowledge their scholarly
contribution and timely submission that made it possible to bring out
this work in time.
Preface
Acknowledgements
List of Contributors
Chapter 1. The Global Economic Crises and Pragmatic Shift in
Human Resource Strategies for Business 1
Dr. Ruchi Goyal, Dr. T.K.Jain & Dr. Ram Garg
Chapter 2. Competency Building HRM Strategies for Sustainable
Change and Innovation in SMEs 17
Prof. A. Suryanarayana & Dr Ravi Aluvala
Chapter 3. HRM In the Misty Maze of Ethics 31
Dr. Farida Virani
Chapter 4. Role of Emotional Intelligence in Work Performance
of Artisans in the Handicraft Sector 41
Ms. Shalini Srivastava
Chapter 5. Emotional Intelligence Skills In Education Industry 51
Dr. Surekha Rana & Ms. Bhawna Chahar
Chapter 6. Emotional Intelligence On Employee Performance
And Its Impact 67
Mr. M. Sreeram Raju & Mr. T. Lokeswara Rao
Chapter 7. A Study on Indian Professionals towards their Work
Commitment and Relationship between Gen X and Y 79
connects
Dr. Makarand Upadhyaya
Chapter 8. Employee Engagement: What Exactly Is It?
93
Dr. Gummadi Ravi Kumar
Chapter 9. Retaining Talent in a World of Rising Aspirations 103
Mr. Rajeshwar Rao K
Chapter 10. Key Imperatives of Talent Management - The Indian
IT and ITES Industry Perspective 111
Dr. Naveen Kumar Bandari & Mr. N. Uday Kumar
Chapter 11. Perception Of Training: Voice Of Nonclinical Staff Of
Ruby General Hospital, Kolkata 119
Mr. Soumik Gangopadhyay & Mr.Anirban Sarkar
Chapter 12. Work-Life-Balance: A Novel Strategic Approach of
Retaining and Managing Generation Y Human 132
Force
Dr. Ramesh Kumar Miryala & Yadagiri Ch
Chapter 13. Work-Life Balance (WLB): The Binding For Every
Modern Organization 145
Dr. Chandrashekar M. Mathapati
Chapter 14. Work-Life Balance of Women Entrepreneurs in India
Ms. Uma Rani Bade, Dr J. Varaprasad Reddy & 158
Mr. P. Divakara Rao
Chapter 15. Women-Centric Inclusive HR Policies at Workplace
as an Empowerment Tool 171
Prof. A. Suryanarayana & Roshee Lamichhane
Chapter 16. Practice of Contract Labor: Its Impact on Corporate
Culture 184
Dr. Rana Bandyopadhyay
Chapter 17. Impact of Globalization on Alienating Local Identity -
A Special Reference to Gen Y from India 202
Mr. John Paul Mennakanti
Chapter 18. Demystifying Social Media: Implications for HR
Professionals 215
Prof. A. Suryanarayana & Roshee Lamichhane
Chapter 19. A study on e-HRM: Benefits of its Implementation 228
Dr. Bharath Kumar Porika
Chapter 20. Job Satisfaction of Government Teachers in Nalgonda
- A study 237
Ms. Anuradha V
Chapter 21. The Role of Lecture Method in Management
Education 245
Mr. M. Venkat Ramana Reddy
Chapter 22. Emerging Issues of GHRM and Effective Utilization
Mr. Jaya Prakash Narayana G, Mr. Varadha Raju 252
Komanduru & Mr. Shekhar Neelakantam
Chapter 23. Opportunities and Challenges in Human Resource
Management 262
Ms. Pooja Gandotra & Mr. Anil Bhat
LIST OF CONTRIBUTORS
Prof. A. Suryanarayana
Dept. of Business Management, Ms. Bhawna Chahar
Assistant Professor,
Osmania University,
IMS UNISON UNIVERSITY,
Hyderabad - India
Dehradun, Uttarakhand
Ms. Anuradha V
Ms. Uma Rani Bade Assistant Professor,
Associate Professor Dept. of Management Studies,
TKR Institute of Management & Mahatma Gandhi University,
Sciences, Nalgonda, India
Medbowli, Meerpet, Hyderabad
1
Managing HR in Global Era: Prospects & Challenges
2
Global Economic Crises and Pragmatic Shift in HR Strategies
3
Managing HR in Global Era: Prospects & Challenges
4
Global Economic Crises and Pragmatic Shift in HR Strategies
business results has come under increasing screening and, on the other
hand, most of the challenges of downsizing requiring
HR interventions effective implementations. The paper focuses on the
key findings of a pilot study conducted in sixty organizations in the
UK that were downsized in the last three years. The important
conclusion of the study is that the role of HR has become wide
ranging, covering the strategic as well as execution aspects in
business. The study suggests that, unless there is alignment between
the two aspects, the benefits of downsizing are unlikely to take place.
Key challenges facing HR professionals are managing middle
managers, managing careers and managing employee expectations.
There are indications to suggest that the role of HRs is likely to
become more important in future.
Raymond Caldwell 2003: This study attempts to capture the
changing nature of personnel roles in response to major
transformations in the workplace and the rise of HRM associated
with it. About a decade ago Storey(1992) examined the emerging
impact of workplace change on personnel practice in the UK and
proposed a new fourfold typology of personnel roles: advisors,
handmaidens, regulators and change makers. Storey's work
provides an empirical and analytical benchmark for examining issues
of role change,
Ulrich (1997) work in the USA offers a sweeping prescriptive end
point for the transformation of personnel roles that has already been
widely endorsed by UK practitioners. He argues that HR
professionals must by embracing a new set of roles as champions of
competitiveness in delivering value by overcoming the traditional
marginality of the personnel function. Is this a realistic ambition? The
new survey findings and interview evidence from HR managers in
major UK companies suggests that the role of the personnel
professional has changed in a number of significant respects, and has
become more multifaceted and complex, but the negative counter
images of the past still remain. To partly capture the process of role
change, Storey's original fourfold typology of personnel roles is re
examined and contrasted with Ulrich's prescriptive vision for the
reinvention on the HR function. It is concluded that Storey's typology
has lost much of its empirical and analytical veracity, while Ulrich's
5
Managing HR in Global Era: Prospects & Challenges
6
Global Economic Crises and Pragmatic Shift in HR Strategies
7
Managing HR in Global Era: Prospects & Challenges
and no matter what happens to him the management will take care of
his family.
Retaining Talent: Yes, this is one of the major challenges which
organizations face today. Cut-throat competition has given an impetus
to high remuneration to the deserving. The search for better options
has always been a human tendency. People have gained exposure and
their yearning to rise is sees them changing loyalty and organizations
very frequently. To manage low attrition rates and retain talent has
become a big hurdle which all organizations want to cross in order to
reach their goals. An employee who is working in the organization,
knows about the organization and therefore it is better to retain him
than to train a new employee.
Managing fast changing technological trends: All organizations
today prefer to be technologically advanced. The technological trends
in todays global scenario are fast changing. Educating the human
resource about these changes, upgrading their knowledge and
motivating them to learn, absorb and come out of their comfort zones
is a great challenge faced by many organizations. This new
technology will be time and cost saving, and thus will increase
productivity.
Developing Accountability: With the advent of Six Sigma
methodologies, organizations have lowered their tolerance levels for
mistakes, errors and delays. This puts a lot of stress on the employees.
It is not easy to train people to shoulder responsibility. The system
should be made accountability so that the work is done in the best
possible manner and also in time.
Managing workforce stress and employment relations: HR is the
face of an organization. It hires and fires employees and the HR of an
organization should be emphatic towards its workforce. To maintain a
good employee relationship is a must today. This will help the
employee in reducing stress and work with full energy and
enthusiasm for the growth of the organization. This factor is fast
becoming a challenge for HRM especially in sectors like hospitality,
IT and allied support services, media and entertainment.
Managing inter-functional conflict: Earlier it was the friction
between different levels of an organization and now the new
8
Global Economic Crises and Pragmatic Shift in HR Strategies
9
Managing HR in Global Era: Prospects & Challenges
10
Global Economic Crises and Pragmatic Shift in HR Strategies
11
Managing HR in Global Era: Prospects & Challenges
12
Global Economic Crises and Pragmatic Shift in HR Strategies
only education and training, but also experiences are highly important
in realizing it. Today the working conditions are tough for professions
and especially for officers if these priorities are not taken into
account. The economic crisis that has started shaking the world since
the fourth quarter of 2009 has brought several problems with it which
has to be handled with great care.
These problems can only be approached through the strategic human
resources management principles and the companies should develop
their organizational culture in such a manner as to solve the problems
in the long term visions. Economic downturn impacts all areas of
business, operations, finance, marketing, sales, legal, and HR, and
appropriate responses are required in every functional area of
organizations. Surviving an economic downturn requires appropriate
integrated and coordinated actions. HR departments in companies
should play an active role to rescue their organizations in the adverse
effects of economic crisis, to support and assist their organization to
adjust to the changes required by the economic downturn. This can be
achieved not only by applying cost reduction strategies but also
applying practices that will increase morale, motivation, job
satisfaction and loyalty of employees. It is concluded that as gaining
and retaining qualified employees is very important in industry and
the employer must try not to reflect the adverse impacts of economic
crisis to the employer working on board in order to retain their key
employees.
Understanding the business and its direction: particularly
strategic plans, priority areas and any planned major changes such
as closures, new markets, new products/services etc. Understand
fully the vision, mission and goals of the employee.
Analyzing the workforce: planning for the future is difficult
without a thorough understanding of the existing workforce,
including entry points, career progression routes, employee turnover
rates, and exit points. We should also understand the needs and
wishes of the employee.
Identifying skills gaps: assessing skills and capabilities of the
existing workforce, especially in key areas, and how these might
change in the future. This will help us in forecasting the future
needs and thus frame policies accordingly.
13
Managing HR in Global Era: Prospects & Challenges
14
Global Economic Crises and Pragmatic Shift in HR Strategies
Conclusion:
There are many who wake up each morning with a smile at the
thought of going to work, doing something exciting and new, staying
productive and having fun at work. This thought explains why happy
employees are most productive compared to the unhappy ones.
Organization psychologists across the globe are of the opinion that
employee happiness is critical for an organizations success as happy
employees quantifiably translate into bigger profits. However, we
should also acknowledge the fact that employee happiness may not
always be achieved through rewards. Global research has consistently
proved the direct linkage between employee engagement, customer
satisfaction and revenue growth.
This may be a possible solution with the business world to face the
economic crises by making a pragmatic shift in there HR policy. This
will results in high productivity and heightened engagement level.
The employee and the employer both will gain and will be able to
contribute their best in developing a sustainable business and a stable
economy.
Propositions
Based on the above discussion we present the following proposition
for further studies and discussions:
There is need to debate and discuss the present economic crises which
the world is facing and we need to evolve way and means to
overcome it. We may overcome it by a pragmatic shift in the HR
strategies of the organizations so as to increase production and
efficiency on one hand and increase demand on the other. This shift
will help us in achieving economic stability and will also provide us
with sustainable business solution by the use of environment friendly
technology.
References:
1. Pfeffer, Jeffrey, (1994). Competitive Advantage Through
People: Unleashing The Power of Workforce, Harvard Business
School, USA, p.6.
15
Managing HR in Global Era: Prospects & Challenges
16
COMPETENCY BUILDING HRM STRATEGIES FOR
SUSTAINABLE CHANGE AND INNOVATION IN
SMEs
Prof. A. Suryanarayana
Dr Ravi Aluvala
Abstract:
Innovation, especially for SMEs, is essential today for organizational
development, and possibly for ones own survival as well. For most
SMEs, the ability to learn faster than their competitors alone may
provide them some kind of sustainable competitive advantage. Faced
with the challenge of technological innovation, SMEs are forced to
choose between two major yet contradictory risks: risk of innovating
and the risk of not innovating through adopting a purely defensive
and conservative strategy. This double risk of innovation and
inactivity has to be viewed through the eyes of an entrepreneur of a
small firm. He needs to evaluate the shape and size of these risks
before establishing an SMEs innovation strategy. This Chapter
makes an attempt to show how innovation in SMEs can be managed
through competency building HRM strategies and provides practical
advice on developing and sustaining the process of innovation as a
state of mind.
Keywords: Innovation; Entrepreneurship; Sustainable Development;
Small and Medium Enterprises (SMEs); and Competency Building
Competitive HR Strategies.
Introduction
Innovation concerns the search for, and the discovery,
experimentation, development, imitation, and adoption of new
products, new production processes, and new organizational set-ups
(Dosi, 1984). Innovation is the successful application of knowledge or
techniques in new ways or even for new opportunities profitably.
Innovation, especially for small firms is essential today for their
development, and possibly even for their survival. It follows that the
crucial contribution of the small entrepreneur is to link the novel ideas
and the market. Innovation is for all businesses, whether they use
high-technology or not. It involves an attitude of mind that is always
17
Managing HR in Global Era: Prospects & Challenges
18
Competency Building HRM Strategies
well. Heneman and Tansky (2003) observed that Small and Medium
Enterprises have been treated as second class citizens by authors in
the Human Resource Management literature for too long.
This abject neglect can be traced to the implicit notion that findings
relating to HRM in large enterprises have universal resonance than
the smaller ones. HR strategy of SMEs continues to be one of the
least researched areas (Mankelow, 2008). A careful scrutiny of studies
proves that researches in SMEs were focused on individual HR
practices such as performance appraisal, recruitment and selection,
compensation, and Training & Development. A searching perusal of
the available literature suggests that the use of HR practices is
relatively less in small enterprises as against larger ones. Thus, the
review of literature in the context of SMEs reveals a glaring
deficiency of systematic HRM research and the situation is still worse
in the Indian context. The researches in India on SMEs are almost
barren (Madhani, Pankaj M, 2012).
Though HRM relates to effective management of employees, we
know little about how employees, as subjects of HRM, react to its
practice (Grants and Shield, 2002). From its beginning, HRM
reflected management agenda much to the exclusion of employees
concerns. Clark et al. (1998) argued that employees are the primary
recipients and consumers of HRM, yet their voice has been muted.
Studies on HRM hitherto placed managers and human resource
practices centre stage. Until now, HRM effectiveness was examined
through single constituency namely HR managers (Becker & Huselid
1998; Richard & Johnson, 2001).
Special and Distinguishing Features of Innovation in SMEs
What distinguishes SMEs, in so far as the process of innovation is
concerned, from multi-national and multi-product giants? A
fundamental distinction has to be made between the two as a coherent
strategy can only be built upon an understanding of what it is that is
different between one business and another.
The differences between them cannot be understated although all of
them are dependent on the same economies and the same marketing
theories and apply equally to each of them. That is why, in this
context, it is necessary to highlight the structural characteristics of
20
Competency Building HRM Strategies
22
Competency Building HRM Strategies
24
Competency Building HRM Strategies
26
Competency Building HRM Strategies
only in exceptional cases do they have the means to carry out research
internally. So they must have the recourse to other sources of
innovation. In most situations, the trump card which an SME has is
neither its own potential for technological development nor that of its
partners, but rather its capacity to transfer, adapt, and develop new
ways to move forward.
The key factor is its aptitude to assemble composite solutions that
contain a partial innovation, so as to meet effective demand in a
market place, more rapidly than those around it. According to the
collaboration they call for, the possible ways in which SMEs can get
hold of technological innovation are: (i) to buy or order components
or equipment from a catalogue, (ii) to buy or have made to order, (iii)
to imitate or to acquire a license, (iv) to imitate or to acquire a license,
(v) to adapt or add value to ideas existing in other industrial sectors,
(vi) to be inspired from, to imitate and improve (reverse engineering),
and (vii) to develop with or to commission research under contract
and in collaboration.
Concluding Remarks
A range of potential innovations lie dormant within any SME. SMEs
can no longer afford to ignore technological renewal and all other
forms of innovation. For them, good strategies are unambiguous and
based upon detailed knowledge besides being realistic with regard to
the capabilities of the SMEs. They are always implemented with
energy, perseverance, and commitment. For them, there is no
technological innovation without organizational innovation. The
comparative advantage of costs and prices is no longer sufficient for
SMEs to win a business order. The conquest of markets depends on
offering new products and services, on their being adapted to the even
more diversified and personalized demand, and on the added value
which their use brings.
Speed of reaction can certainly enable SMEs to get the better of a
competitor, and has become a major new source of profit. It is a
buyers market. There is no criterion for choosing the right innovation
at the right moment for SMEs. The history of technology and
technological change is littered with the famous failures of brilliant
discoveries that arrived too soon but without an appropriate
28
Competency Building HRM Strategies
30
HRM IN THE MISTY MAZE OF ETHICS
Dr. Farida Virani
Abstract
Many papers and researchers rightly conclude, that HRM holds the
moral stewardship of organizations, standards, values, morals and
ethics (Winstanley and Woodall, 2000) as it plays an important part in
building an ethical and moral climate in organizations. Each day, in the
course of executing and communicating HR decisions, managers have
the potential to change, shape, redirect, and fundamentally alter the
course of other peoples lives. For each HR practice, there are winners
and there are losers. Ironically, management of human capital (HRM)
itself deals with a lot of ethical challenges, both at the senior levels
involving strategic decisions and middle management involving
treatment of individual employees. This paper is exploratory, reviews
various ethical philosophies, and analyzes their deficiencies and related
shortcomings while applying them to HRM as a discipline. These
ethical concerns and questions are raised to evaluate the applications of
ethical philosophies to practical HRM. The paper concludes with
practical recommendations for HR managers.
Key words: Ethics, Ethical Philosophies, HRM.
All HR practices have an ethical foundation. HR deals with the
practical consequences of human behavior.
(Johnson, 2003)
HRM is a hotbed for ethical challenges. Each day, in the course of
executing and communicating HR decisions, managers have the
potential to change, shape, redirect, and fundamentally alter the course
of other peoples lives. For each HR practice, there are winners and
there are losers. Furthermore, HRM is not a consistent and unitary set
of principles and practices. It varies from organization to organization,
from culture to culture, and can be diverse both within and between
industries and sectors. HRM has evolved in multifaceted historical,
economic and social contexts.
The decline of collectivist systems of industrial relations (IR) has left
many employees potentially more vulnerable to opportunistic and
unethical behavior (Watson et al. 2003). The recent shift towards
31
Managing HR in Global Era: Prospects & Challenges
32
HRM In the Misty Maze of Ethics
33
Managing HR in Global Era: Prospects & Challenges
34
HRM In the Misty Maze of Ethics
35
Managing HR in Global Era: Prospects & Challenges
36
HRM In the Misty Maze of Ethics
37
Managing HR in Global Era: Prospects & Challenges
perhaps more consistent with the rights based ethical justice framework
espoused by Rawls (1971).
From the above analysis and arguments, it is evident that each
philosophy examines ethics from a different perspective, and no one
principle captures the full range of relevant issues. There are major
challenges in the application of any one or all the philosophies to HRM
as a domain and therefore extensive reflection, deliberation and
research on the ethical HRM schema is essential. Ethical analysis of
HRM needs to be developed as an important area of inquiry both in
research and practice of HRM.
Conclusions
HRM holds the moral stewardship of organizations - standards,
values, morals and ethics as it plays an important part in building an
ethical and moral climate in organizations. Paradoxically, management
of Human Capital (HRM) itself deals with a lot of ethical challenges.
It is apparent, that the intersection of organizational, professional and
personal ethics can lead to complex ethical dilemmas and so an
extensive complexity of ethical choices that arise. Ethical HRM is a
complex and multifaceted matter to which there are no easy solutions,
few evidently correct answers and therefore the difficulty of
determining the morally best HRM strategies.HR mangers are advised
to examine challenging ethical dilemma applying all the principles and
philosophies. When all the principles come to the same conclusion
about the ethics of a course of action, then there is no apparent conflict
about what is ethical. However the researcher is also mindful of the
practical relevance of such an advice where time, financial results and
bottom lines are all that matters.
Some business sectors share knowledge and experiences about their
ethical framework processes and procedures which could be valuable
tools for HR managers. A strong commitment from a companys senior
leaders is a prerequisite for embedding an ethical culture into a
companys operations and activities. Open discussions about ethical
dilemmas faced within the organization would help generate frame
works for ethical decision making specific to your organization which
could be documented. Cultivating ethical sensitivity and ethical
reasoning amongst HR managers would go a long way to achieve
38
HRM In the Misty Maze of Ethics
39
Managing HR in Global Era: Prospects & Challenges
40
ROLE OF EMOTIONAL INTELLIGENCE IN WORK
PERFORMANCE OF ARTISANS IN THE
HANDICRAFT SECTOR
Shalini Srivastava
Abstract
Emotions play a significant role in affecting or influencing work
performance of an individual. A considerable portion of time in a day
is spent in either expressing or undergoing different emotions at work
place. The affect of emotions at workplace has also been addressed by
researchers who study the sociology of emotions. According to
Affective Events Theory (AET), emotions form a key factor in
determining links between work behavior and attitude, affective traits
and environment. At the same time, individuals may differ in their
perception, expression and management of emotions. The emotional
intelligence framework not only highlights such differences in people
but even their ability to cognitively manage or control their emotional
lives. In this paper the author has tried to explore the emotional
intelligence through its five components (propounded by Daniel
Goleman) of artisans working in the handicraft sector. For the
purpose of study, author had used interview technique under
qualitative research tool. The study reveals that the artisans undergo
various facets of emotional situations while at work and they do
impact their level of performance. Though artisans are high on social
skills and empathy, but they lack considerably on self awareness,
motivation and self regulation.
Keywords: Emotional Intelligence, Work Place, Artisans, Handicraft,
Performance
Introduction
The handicraft sector in India forms a significant component of
informal economy. A large number of artisans are engaged in crafts
like metal ware, carpet, goods made from hand embroidery, wood
ware, and zari products to name few. While for many families such
craft is the only source of livelihood, for some it supplements their
family earning. Artisans mostly perform handicraft activity at their
place of residence. A considerable section of artisans manage the craft
41
Managing HR in Global Era: Prospects & Challenges
42
Role of Emotional Intelligence in Work Performance of Artisans
Adapted from the Article, What Makes a Leader, by Daniel Goleman, 2004, HBR,
http://hbr.org/2004/01/what-makes-a-leader
The present study is an endeavor to gauge the impact of above
mentioned five components on work performance and emotions of
artisans.
43
Managing HR in Global Era: Prospects & Challenges
Research Methodology
The study was conducted on 52 respondents (N=52) in the Delhi
region. All the respondents were artisans (including men and women)
engaged in the handicraft sector. Since the sample size was reflective
of the total size of the population, the method of convenience
sampling was used. Keeping in mind the purpose of study and nature
of work of the respondents, the technique employed for study was
interview method under qualitative research tool. The strength of
qualitative interviewing is precisely its capacity to access self
reflexivity among interviews subjects to the telling stories that allow
us to understand and theorize the social world, Miller et al (2011).
The respondents were made to express incidents and narratives on
each component placed under emotional intelligence at work. All the
responses were collected on actual work locations of artisans so that
emotions those expressed by them remain actual and authentic.
Responses, thus generated were analyzed using coding method.
Analyzed responses were also presented by using simple percentage
method.
Findings
Occupation (of Artisans)
As stated earlier, the study was carried out on artisans engaged in the
handicraft sector. As shown in Table 1, maximum number of artisans
were occupied in the craft of hand stitches (mostly women) i.e. 22
followed by those engaged in the art of terracotta (mostly men).
While 7 were involved in wood craft, 6 were engaged in the art of
artificial jewelry and remaining 3 were engaged in craft of crochet.
The hand stitches were usually done on suits, sarees, lenghas, cushion
covers and bed sheets. Terracotta craftsmen were making pots of
different types and sizes, and decorative hangings. Those engaged in
artificial jewelry made necklaces, earrings and bangles usually from
pearls and beads. The wood craftsmen engraved decorative items and
those occupied in art of crochet prepared table covers, coaster sets and
shawls.
44
Role of Emotional Intelligence in Work Performance of Artisans
Gender
Women
Men
Income
For some families (Total 22 households out of 52) earnings generated
from handicrafts produced was the only source of livelihood. For rest
of the 32 households, one or two members are engaged in the craft;
mostly females and rest have opted for other means of livelihood.
Table 3 shows the income generated from handicrafts items only.
Under hand stitches, only one household fall in the bracket of Rs. 5,
000 -10,000, while rest fall under the bracket of Rs. 10, 000 - 15,
000. Majority of the artisans, in the study were engaged in this
handicraft. In fact under various crafts, most of the artisans were
45
Managing HR in Global Era: Prospects & Challenges
placed under this income bracket. Only 3 artisans from wood craft
and terracotta respectively were able to generate income between Rs.
15,000 20, 0000. All the terracotta craftsmen opined that they
generate maximum sales during festival phase falling between
Octobers Novembers every year. Crochet craftsmen attribute their
low income to lack of new design patterns and skill up gradation.
Though artisans in hand stitches and jewelry making were also in
agreement with the same expression.
Table 3 Monthly Incomes (in Rs.) of Artisans
25
20
15
10
5
0 5,000 10,000
10,000 15,000
15,000 20,000
Emotions
Given to their economic plight and aspirations, there were more
negative emotions being expressed by the artisans than the positive
ones. Due to low income, affecting their quality of life, there was high
degree of anger and resentment in these artisans. Most of them had
loans on interest, mainly from moneylenders and gradually entered
into a debt trap as again due to low income they were unable to clear
principal amount in stipulated time. Good source of income was their
biggest form of motivation which was not an everyday norm. As there
was no fixed income for artisans every month, in some months basic
survival becomes a huge challenge. As shown in Table 4, there
prevails high level of stress mainly due to work insecurity leading to
decrease in income. Some artisans even feel that they do not get
opportunities for skill up gradation hence unable to fetch good market
for their products. Most of them work in poor working conditions
with inadequate infrastructure. Those producing the finished goods, at
times lack of insufficient funds restrict them to buy raw materials
46
Role of Emotional Intelligence in Work Performance of Artisans
47
Managing HR in Global Era: Prospects & Challenges
48
Role of Emotional Intelligence in Work Performance of Artisans
49
Managing HR in Global Era: Prospects & Challenges
50
EMOTIONAL INTELLIGENCE SKILLS IN
EDUCATION INDUSTRY
Dr. Surekha Rana
Ms. Bhawna Chahar
Abstract
Emotional Intelligence describes an ability, capacity, skill, or self
perceived ability to identify, assess, and manage the emotions of one's
self, of others, and of people in a group. The concept of Emotional
Intelligence (EI) has now developed and proved its relevance through
continuous adaptation by the business world, and more recently by the
academics. EI skills have been strongly associated with dynamic
leadership, satisfying personal life experiences and success in the
workplace. This has resulted in calls for the incorporation of EI
competencies in university curricula.
This paper highlights the importance of Emotional Intelligence and
demonstrates the recognized need for well-developed EI levels in the
workplace, and in particular for Education Industry. It outlines recent
research studying emotional intelligence in relation to the college
students, and concludes with a call for educators to integrate EI skills
in their courses.
Keywords
Emotional Intelligence, Business Education, Self-Awareness, Self
Management, Relationship Management, Social Awareness.
Introduction
Emotional intelligence (EI) refers to emotional skills involving
accurately perceiving and expressing emotions, integrating emotions
with cognitive processes, understanding emotions and their
implications for various situations, and managing them (Mayer &
Salovey, 1997). Since the term emotional intelligence (EI) was first
coined by Salovey and Mayer in 1990, it has been developed, adapted
and embraced by the business world and also by many educators. EI
has been recognized to be very important for success in the workplace
(Goleman 1998b; Kirch, Tucker and Kirch 2001; Rozell, Pettijohn
and Parker 2002) which has, thus, eventually, called for the
incorporation of EI skills in university curricula (Chia 2005; Holt and
Jones 2005; Low and Nelson 2005).
51
Managing HR in Global Era: Prospects & Challenges
52
Emotional Intelligence Skills In Education Industry
53
Managing HR in Global Era: Prospects & Challenges
54
Emotional Intelligence Skills In Education Industry
55
Managing HR in Global Era: Prospects & Challenges
1. Self-Awareness:
Self-awareness is to know ones internal states, preferences,
resources, and intuitions. This is important to psychological insight
and self-understanding.
A confidence and strong sense of self-worth in knowing own
strengths and limitations.
Paying attention to emotions and their effect.
Welcoming feedback, criticism, and assistance when needed.
Optimism about the successful application of capabilities.
2. Self-Management:
Emotional management or self-regulation enables the individual to
manage his own internal states, impulses and controls. It involves
self-monitoring, which allows the individual to adjust his behaviour
according to external, situational factors and includes aspects such as
trustworthiness; self-control; conscientiousness; adaptability and
innovation.
Taking responsibility for controlling and managing both positive
and negative thoughts, feelings and actions in ways that are
authentic and consistent with your intentions.
Holding yourself accountable in a manner that is worthy of other
peoples trust.
3. Social Awareness:
Social Awareness is the understanding of others feelings, needs, and
concerns which stem from the awareness of ones own feelings.
Sensitivity to others is crucial for superior job performance whenever
the focus is on interactions with people.
An ability to read and understand other peoples emotions, and a
heightened sensitivity to others feelings, needs, and concerns
both individuals and groups.
Being adept at supporting others in their development and
increased self-awareness.
4. Relationships Management:
A persons ability to manage relationships with others and involves
the ability to communicate, influence, collaborate, and work with
colleagues. It focuses on essential social skills and includes
competencies: developing others, influence communication, conflict
56
Emotional Intelligence Skills In Education Industry
Behavior Decisions
Performanc
Emotions
EAwareness ESelf
Awareness
of others
of others
Emanagement
ESelf Control
ESelf
Ereasoning Management
Eexpression
57
Managing HR in Global Era: Prospects & Challenges
58
Emotional Intelligence Skills In Education Industry
59
Managing HR in Global Era: Prospects & Challenges
60
Emotional Intelligence Skills In Education Industry
61
Managing HR in Global Era: Prospects & Challenges
62
Emotional Intelligence Skills In Education Industry
63
Managing HR in Global Era: Prospects & Challenges
64
Emotional Intelligence Skills In Education Industry
65
Managing HR in Global Era: Prospects & Challenges
66
EMOTIONAL INTELLIGENCE ON EMPLOYEE
PERFORMANCE AND ITS IMPACT
Mr. M. Sreeram Raju
Mr. T. Lokeswara Rao
Abstract
Emotional intelligence is a significant topic in the field of
management. In our day-to-day observations and experiences, we
note that, the majority of highly intelligent ones in the academics do
not do well in the teamwork tasks. Whereas, those with less
intellectual endowment are highly successful. This is to a greater
extent attributed to characteristic of high Emotional intelligence of the
individuals. This paper aims to examine the impact of emotional
intelligence on employee performance, job satisfaction, productivity
and reveal the overwhelming economic potential of employees.
Emotional intelligence can be developed through five key skills,
ability to quickly reduce stress, ability to recognize and manage your
emotions, ability to connect with others, ability to use humour and
play to deal with challenges, ability to resolve conflicts positively and
with confidence.
Keywords: Emotional intelligence, job satisfaction and productivity
Introduction
The word emotion comes from the Latin word motere which means to
move. This denotes that all emotions induce desire to act, emotional
intelligence is the capacity for recognizing our own feelings and
those of others, motivating ourselves and managing emotions well in
ourselves and in our relationships. Intelligent quotient refers only to
the individual academic capabilities and intelligence level. The
emotional intelligence has two concepts that are personal competence
and social competence. Personal competence includes awareness and
management of relationship. Social awareness is the ability to
understand feelings of others, while management of relationship is the
ability to work effectively with other persons. Emotional intelligence
increases the organization outcomes including job satisfaction, its
productivity, and performance of employees. The skills of emotional
intelligence can be developed throughout the life. You can boost your
67
Managing HR in Global Era: Prospects & Challenges
68
Emotional Intelligence on Employee Performance
69
Managing HR in Global Era: Prospects & Challenges
70
Emotional Intelligence on Employee Performance
71
Managing HR in Global Era: Prospects & Challenges
72
Emotional Intelligence on Employee Performance
D. Adaptability
Reality testing
Flexible
Problem solving
E. general mood
optimism
happiness
The test identifies of 133 statements with 5 points response scale
ranging from very seldom (1) to very often true (5).
This test identifies people with better well being on their personal
qualities. By assessing the individuals responses, the scores of the
above 5 scales and subscales and also the total EQ score are obtained.
A high score denotes effectiveness in meeting organizational demands
and pressures and a low score denotes inability to meet organizational
requirements. Existence of emotional, social and/or behavioral
problems may lead to serious difficulties in coping daily activates.
3. Golemans competence Model of Emotional intelligence
According to Daniel Goleman Emotional Competencies are learnt
capabilities that result in outstanding work performance. Goleman in
1955 proposed a five-domain model of Emotional intelligence, which
consists of 25 competencies.
1. self-Awareness (Emotional Awareness, accurate self
assessment, self confidence)
2. self regulation (self-control, Trustworthiness,
Conscientiousness, Adaptability, innovation )
3. motivation (Achievement, commitment ,initiative, optimism)
4. Empathy(Understanding others, Developing others, service
orientation, leveraging diversity, socio-political awareness)
5. Social skills (Influence, communication, conflict management,
leadership, change Catalyst, Building Bonds, collaboration and
cooperation, Team Capabilities ).
73
Managing HR in Global Era: Prospects & Challenges
74
Emotional Intelligence on Employee Performance
75
Managing HR in Global Era: Prospects & Challenges
Strongly 55 67 62 58 65 58
agree
Agree 25 22 25 23 17 25
Disagree 14 9 10 15 13 14
Strongly 6 2 3 4 5 3
disagree
76
Emotional Intelligence on Employee Performance
Findings
55% of the employees perform under pressure
67% of the employees are expressing their emotions in an
appropriate manner
62% of the employees are able to deal with challenges and
criticism
58% of the employees have positive outlook on their career
65% of the employees are managing short term 7 long term goals
66% of the employees are demonstrating the integrity and honesty
In general it is observed it is observed that the organization
selecting the employees with focus on EI are performing at least
15-20% more and are capable of solving in the employees and thus
enhancing productivity
Suggestions
There should be proper training given to the employees on
enhancing the emotional quotient and developing their emotional
intelligence.
Employees are expecting participative management in the
organization as most of the employees feel that their ideas and
views should be considered.
Companies must focus on team building interventions to promote
superior subordinate relationship.
Employees understood their goals and equally they are trying to
achieve it.
Most of the employees are expecting recognition for their good
work from top management.
The majority of employees are accepting the impact of emotional
intelligence on performance.
Conclusion
The present study suggests that (EI) is a key analyst for employees to
supervise their own emotions. Mostly in private sector, job
satisfaction is more than public sector. It has been commonly noticed
that in software industry job satisfaction factor enhances the employee
social life more and thus productivity of organization.
It is observed that high Emotional intelligence managers can manage
the employee work life effectively nurturing job satisfaction and
77
Managing HR in Global Era: Prospects & Challenges
References
1. Daniel Goleman, working with Emotional intelligence, London,
Bloomsbury,1999.
2. Goleman, D., 1988. working with emotional intelligence. new
York: Bantam BOOKS.
3. Jane wharam, Emotional intelligence: Journey to the center of
yourself, UK, O Books, 2009.
4. Btcheldor, m.(2000) The Elusive intangible intelligence:
Conflict management and Emotional intelligence in the
workplace. The western Scholar, fail, 7-9.
5. Daus, C.S. and N.M. Ashkanasy, 2005. the case for the ability
based model of emotional intelligence in organizational
behavior . J. organizational Behavior, 26:453-466.
78
A STUDY ON INDIAN PROFESSIONALS TOWARDS THEIR
WORK COMMITMENT AND RELATIONSHIP BETWEEN
GEN X AND Y CONNECTS
Dr.Makarand Upadhyaya
ABSTRACT
The paper explores the generational diversity inherent in the modern
organizations. It examines the generational differences between
Generation-X (born between 1960-1980) and Generation-Y (born
between 1980-2000) professionals working in the software industry.
The study attempts to explore whether there are generational
differences in work commitment between the two age cohorts or its
only a myth. A total of 250 respondents belonging to Software
industries were administered a questionnaire. 125 respondents were
typically X-Generation and 125 were Y- Generation employees. 50%
of the respondents in both the cases were males and 50% of the
respondents were females. The study examined generational
differences for the five types of work commitment -work
involvement, job involvement, work group commitment,
organizational commitment and professional commitment.
Organizational commitment and professional commitment in turn had
three components each- affective commitment, continuance
commitment and normative commitment. Thus, a total of nine factors
was examined for the study. The data was analyzed using two-tailed t-
tests (pooled variances method). The results reveal that the two
generations differed significantly only on three of the nine factors
examined. Thus, the generations are more homogenous than
heterogeneous in their work values and beliefs. This finding has
serious implications for research and practice. It provides the HR
managers a useful insight that the observed differences are
attributable to other factors (career and stage of life) instead of being
an exclusive and true generational divide.
79
Managing HR in Global Era: Prospects & Challenges
INTRODUCTION
Background
India has a preponderantly young workforce. A large number of
young professionals are joining the modern organizations. The
organizations are thus increasingly becoming cross generational-with
the older, not so old and the young co-existing under one roof. The
three generations are inherently different-they approach work,
work/life balance, loyalty, authority, accountability, delegation,
motivation and reward systems differently, but yet need to work in
teams to achieve organizational objectives. It is indeed a problem-a
problem of dealing with diversity, based in economics, demographics
and culture.
Introduction
Generation is a group of people who were born during a certain era
and hence defined by age boundaries. A generation is defined as an
identifiable group that shares birth years, age location, and significant
life events at critical developmental stages, divided by fiveseven
years into the first wave, core group, and last wave (Kupperschmidt,
2000). They are contemporaries and tend to be similar based on their
shared experiences during their formative years. They have shared the
same historical, economic, cultural events and landmarks, listened to
the same music and enjoyed the same theatre. Having shared similar
experiences growing up, their values and attitudes, particularly about
work-related topics, tend to be similar and conspicuously different
from those of others that do not share the same cohort. Evidently,
there are marked intra-generational similarity and a striking inter
generational diversity, which is an issue that requires consideration in
workplace diversity management. A generational group, often
referred to as a cohort, includes those who share historical or social
life experiences, the effects of which are relatively stable over the
course of their lives. These life experiences tend to distinguish one
generation from another (Jurkiewicz and Brown, 1998). A cohort
develops a personality that influences a persons feelings toward
authority and organizations, what they desire from work, and how
they plan to satisfy those desires (Kupperschmidt, 2000).
Researchers have identified four generations, which are as follows:
80
Indian Professionals Work Commitment
(i) Matures-They are born between 1920-40 and are 70-90 years
old now.
(ii) Boomers-They are born between 1940-60 and are 50-70 years of
age now.
(iii) The Generation- X- They are born between 1960-80 and hence
are 30-50 years of age now.
(iv) The Generation- Y/ Millennials-They are born between 1980
2000 and are more than 30 years of age now.
Looking at the Indian demographic structure, we observe that India is
a relatively young country, with those from 0-14 years of age
constituting 31.5% of the population, those from 15-64 years of age
constituting 63.3% of the population and those 65 years and over
contributing to a meager 5.2% of the population. (CIA, 2008). The
other organizations reflect this age structure diversity too. The
generations differ in their values and individual characteristics,
attitudes, influences, learning styles and idiosyncrasies, all of which
have a strong bearing on organizational functioning.
LITERATURE REVIEW
Generation- X
Gen X-ers grew up with financial, family, and societal insecurity;
rapid change; great diversity; and a lack of solid traditions. This led to
a sense of individualism over collectivism (Jurkiewicz and Brown,
1998). Influenced greatly by seeing their parents laid off, they are
cynical and untrusting (Kupperschmidt, 2000).They have feelings of
pragmatism, alienation and cynicism (Sirias and Karp, 2007). This
generation is considered poor at networking and somewhat skeptical
of authority (Crumpacker and Crumpacker, 2007). Many of the
viewpoints this generation has towards authority, corporations and
work-life balance have to do with the breakdown of institutions such
as marriage and with the corporate downsizing that most likely
affected one or both of their parents (Patota, Schwartz, and Schwartz,
2007).
Generation- Y
The young group of managers and potential managers in the
workforce today is much different than the previous two generations
they crave for higher salaries and flexible work arrangements
81
Managing HR in Global Era: Prospects & Challenges
S. Gen X Gen Y
No.
1. Accept Diversity Celebrate Diversity
2. Pragmatic/Practical Optimistic/realistic
3. Self Reliant/Individualistic Self-inventive/Individualistic
4. Reject Rules Rewrite the rules
5. Killer Life-Living on the edge Killer Lifestyle-pursuing luxury
6. Mistrust Institutions Irrelevance of institutions
7. PC Internet
8. Use technology Assume technology
9. Multitask Multitask fast
10. Latch-Key Kids Nurtured
11. Friend=Not Family Friends=Family
Generation- Y is most talked about recently. They are branded for
their sense of entitlement, outspokenness, inability to take criticism,
and technological sophistication. Fortune deemed Generation- Y in its
May 28, 2007, issue the most high-maintenance, yet potentially most
high-performing generation in history because its members are
entering the workplace with more information, greater technological
skill and higher expectations of themselves and others than their
predecessors. In addition, Time described members of Generation- Y
in its July 16, 2007, issue as wanting the kind of life balance where
every minute has meaning.
Generational labels are important in the discussion of the changing
workforce. For example, we need to understand who is pushing for
82
Indian Professionals Work Commitment
83
Managing HR in Global Era: Prospects & Challenges
84
Indian Professionals Work Commitment
{means:
H3: Group=16.18;
WorkGen-X Commitment
Gen-Y=16.81) -1.774 0.075
H4a:
Organizational)
Affective Commitment -1.124 0.260
85
Managing HR in Global Era: Prospects & Challenges
86
Indian Professionals Work Commitment
87
Managing HR in Global Era: Prospects & Challenges
88
Indian Professionals Work Commitment
to be too broad in span to and thus fail the theoretical models in their
attempt to propose any explanation. We perhaps need to revisit the
concept and propose narrower generation bands. A more appropriate
approach would be to study an important historical event in
conjunction with an individuals career or life stage. This would
incorporate the impact that historical and societal changes cast on an
individuals attitudes, values and learning styles. This would
compensate for the overdue importance given to generation.
The study has serious implications for practicing managers. The study
challenges the traditionally accepted stereotypes on generational
differences, which if accepted would prove to be misleading and
detrimental to the organization, and suggests appropriate human
resource strategies for software professionals. The observations offer
a strong word of caution for HR managers who tend to assume an
overly simplistic view of the generational differences, thanks to the
guidance available in text books and popular press articles.
Software professionals are a critical organizational resource and the
turnover rate in software industry sometimes assumes a dreaded high
leading to an inevitable chaos. It has at many times been the highest
in any profession (Oz, 2001). It therefore becomes important to
extend our existing knowledge and understanding of the factors that
affect the professional and organizational commitments in software
professionals. A committed employee has an enduring association
with the organization and stays with it in times both good and bad
(Meyer and Allen, 1997). Earlier work done in this area has found a
positive relationship between employee values and organizational and
professional commitment (Oz, 2001). Professional commitment does
not only imply retention in the profession but encompasses a vast
array of professional behaviors such as subscription to technical and
popular journals, memberships of professional associations, attending
seminar, conferences, workshops, refresher courses, training
programs etc. that are important in profession (Morrow and
Wirth,1999). A dynamic field like software requires regular updating
and ongoing learning in the face of constant changes in technology. A
key challenge before the firm lies in devising interventions by which
it can develop and sustain the organizational and professional
commitment of their Software professionals. HR managers who hold
89
Managing HR in Global Era: Prospects & Challenges
90
Indian Professionals Work Commitment
91
Managing HR in Global Era: Prospects & Challenges
92
EMPLOYEE ENGAGEMENT: WHAT EXACTLY IS
IT?
Dr. Gummadi Ravi Kumar
Scarlett Surveys says, Employee Engagement is a measureable
degree of an employee's positive or negative emotional attachment to
their job, colleagues and organisation which profoundly influences
their willingness to learn and perform at work". Thus engagement is
distinctively different from satisfaction, motivation, culture, climate
and opinion and very difficult to measure.
An organisations productivity is measured not in terms of employee
satisfaction but by employee engagement. Employees are said to be
engaged when they show a positive attitude toward the organisation
and express a commitment to remain with the organisation.
For several years now, 'employee engagement' has been a hot topic in
corporate circles. It's a buzz phrase that has captured the attention of
workplace observers and HR managers, as well as the executive suite.
And it's a topic that employers and employees alike think they
understand, yet can't articulate very easily.
No wonder. It turns out that all that employee engagement research
undertaken over the past few years has defined the term differently,
and as a result, came up with different key drivers and implications.
In 2006, The Conference Board published "Employee Engagement, A
Review of Current Research and Its Implications". According to this
report, twelve major studies on employee engagement had been
published over the prior four years by top research firms such as
Gallup, Towers Perrin, Blessing White, the Corporate Leadership
Council and others.
Each of the studies used different definitions and, collectively, came
up with 26 key drivers of engagement. For example, some studies
emphasized the underlying cognitive issues, others on the underlying
emotional issues.
The Conference Board looked across this mass of data and came up
with a blended definition and key themes that crossed all of the
studies. They define employee engagement as "a heightened
emotional connection that an employee feels for his or her
93
Managing HR in Global Era: Prospects & Challenges
94
Employee Engagement
95
Managing HR in Global Era: Prospects & Challenges
96
Employee Engagement
97
Managing HR in Global Era: Prospects & Challenges
needs and aspirations and plan job rotation to upgrade skills and
change job content. A job with offers no career growth a dead end
job can be very demotivating.
The first step in developing an employee engagement strategy is to
map out the needs and aspirations of different profiles and levels in
the company. This becomes the source document on which the
strategy is built. At senior levels independence, professional
recognition and more space to take decisions is what matters most
and compensation and hygiene factors do not figure in the top 3
factors. At the entry level and middle management level the converse
is true. So the engagement strategy has to be tailored accordingly
one size fits all does not work.
Some of the best managed companies have a career plan for different
functions and a Technical or Sales entry level employee is rotated
typically every 3 years through a defined career growth plan which
trains and grooms him for increasing levels of responsibility. The
company offers him a career not just a job - and he has a long term
commitment to the organisation and can look ahead to a career. This
builds a strong bond between the employee and the company and he
imbibes the values and culture.
Ten principles of Employee Engagement
Employee engagement is a human endeavour. Engagement is
depersonalized when we refer to employees as human capital or
human resources. I manage capital or resources, I work with people!
Employee engagement must create results that matter. This
means results that are important to the employee, manager, leaders,
organisation, and customers. There is little point in having engaged
employees if they are not contributing and creating significant results.
In addition, if the results only matter to the organisation and not the
employee or the employee and not the organisation employee
engagement will not be sustained over time.
Employee engagement is connection. Connection is the key.
Authentic employee engagement involves connection to our work,
others, our organisations and us. When we disconnect we disengage.
Employee engagement is fueled by energy. We must pay close
attention to mental, emotional, and spiritual energy at work. In
98
Employee Engagement
99
Managing HR in Global Era: Prospects & Challenges
100
Employee Engagement
101
Managing HR in Global Era: Prospects & Challenges
This is a simple plan, but it is not a sequential plan all four areas
can, and should, be tackled simultaneously. This means that it will not
necessarily be an easy plan to deliver, but business leaders must
deliver because with almost nine out of 10 employees currently being
either "disengaged" or just "moderately engaged" at work, the
opportunity to drive outstanding organisational performance is simply
too enormous to ignore.
CONCLUSION
There is clear and mounting evidence that high levels of employee
engagement keenly correlates to individual, group and corporate
performance in areas such as retention, turnover, productivity,
customer service and loyalty. And this is not just by small margins.
While differences varied from study to study, highly engaged
employees outperform their disengaged counterparts by a great
margin.
Employee engagement is now. Look to the now. Dont wait for some
survey results or diagnosis from a management consultant. Look at
the work you are doing right now and determine how you can engage
with it more fully. Look at who you are working with and determine
how you can help them to be more engaged. In addition, look at what
you are engaged with now and make sure the results matter!
Finally, there is some evidence that companies are responding to this
employee engagement challenge - by flattening their chains of
command, providing training for first-line managers and with better
internal communications. Changes won't happen overnight, but with
such significant upside to the bottom line - they might happen more
quickly than one think.
REFERENCES:
1. Employee Engagement, Job Satisfaction, Retention and Stress Kenneth
Nowack, Ph.D:
2. Some Useful Company Engagement Programs -Russell Consulting. Inc:
3. Green Spot: Stonyfeild Farm: A Culture Of Leadership:4. The
Economic Times:
4. Principles of Employee Engagement- David Zinger
5. Twenty-One Ways Leaders Can Energize Themselves For Employee
Engagement- David Zinger.
6. www.hr.com
102
RETAINING TALENT IN A WORLD OF RISING
ASPIRATIONS
Mr. Rajeshwar Rao K
Abstract
This article explores the challenge of retention in the backdrop of
opening up of the Indian economy and the runaway growth of the IT
sector. It looks at the relationship between growth and attrition, and
how these are two sides of the same coin. Organizations have tried to
address the problem primarily through financial rewards and found
themselves caught up in a spiraling whirlwind which only harms the
industry in the long run.
There is a need for softer aspects of retention which may be more
difficult to create but are likely to be more sustainable. Organizations
need to realize that retention is not just an HR agenda and invest in
longer term solutions that create stronger bonds between managers
and their team members. They need to find innovative ways to
connect with people at an emotional level and make them feel happy
so they dont look out.
Introduction
The opening up of the Indian economy and introduction of reforms
has resulted in higher levels of exposure to objects of gratification.
The boom in the IT sector led the wave of consumerism and increased
aspiration levels amongst Gen Y in India. Growth in the industry also
meant that professionals had more options to choose from to
continually satisfy growing aspirations. In a way opportunities and
aspirations fed into each other creating a spiraling demand for the
good things in life. It was only natural for things to be this way.
Impact of Growth
It was natural that India should see high attrition rates in the IT
industry. Shortage of qualified professionals with relevant experience
during the initial growth phase of the industry created huge demand
103
Managing HR in Global Era: Prospects & Challenges
supply gap. Fresh graduates had multiple job offers to choose from
and would switch jobs at the drop of a hat. Those with a couple of
years of experience would be inundated with calls from recruitment
agencies with lucrative offers that were hard to resist. Many agencies
operated on rotation model placing the same candidates at regular
intervals in different organizations.
India enjoyed significant cost arbitrage and business continued to
flow in from USA. Organizations did not particularly seem worried as
business continued to flow in and all they had to do was focus on
expansion and service delivery. It was a win-win situation for all. US
organizations were able to get their job done cheaper, Indian
organizations grew profitably, and India witnessed phenomenal
development in living standards of its middle class.
Retention The New Challenge
It was only some years later that organizations woke up to the fact
that the increasing churn of people had led to considerable costs on
training and retraining and that it wasnt a very cost efficient model.
They needed to retain people for larger periods to recover training
costs and preserve knowledge within the organization for competitive
advantage. It was at this time that organizations started to think of the
personnel function more seriously. It had to do better than just deliver
administrative services. People were critical in the new knowledge
economy and needed to be taken better care of. In keeping with the
times, the personnel function was transformed into the human
resource development function, people were rechristened as talent,
and talent management was billed as a strategic agenda for the HR
function.
The Transformation of the People Function
Changing labels is easy; changing mindsets is another ball game. It
was assumed that the personnel function in its HR avatar would on its
own drive initiatives to find, develop and retain people. Anything to
do with people was now the responsibility of the HR function.
Somewhere along the way, line functions started to look at their role
104
Retaining Talent in a World of Rising Aspirations
105
Managing HR in Global Era: Prospects & Challenges
to people getting into managerial roles that they may not be fully
ready for.
Let us now understand the role of the business environment and
aspects of growth. Europe and US have seen considerably lower rates
of growth in the past several years compared to India. (It is another
matter that India started off at a lower base). These regions also have
much lower levels of attrition. In a low growth business environment
people will tone done aspirations and seek stability. A growth
environment will spawn many new organizations and create demand
pressure for people. Such organizations are good hunting ground for
people with unfulfilled aspirations for better salary and promotion.
The only way for an organization to retain people would be by
growing at levels that match aspiration levels. Unfortunately
competition does not allow that kind of growth. It is logical to say that
growth drives opportunities, which drives aspirations, which in turn
drives attrition. This has been the situation with the Indian IT
industry.
Solving the Retention Problem
Retention, as we have seen, is a challenge in a growth environment. It
may not entirely be possible to solve the retention problem but can we
manage it better? Most organizations attempt to retain people by
luring them financially with schemes like long term bonus plans,
deferred cash incentives, loans, joining bonus with claw back terms,
etc. Such schemes dont seem to be working in a growth environment.
Hiring organizations are willing to buy out expenses that a candidate
would incur on leaving the organization. So where does that leave us?
By engaging in a retention war that is primarily money based,
organizations have driven up their cost of doing business. There are
growing concerns already that the Indian IT sector is losing its
competitive edge. It is imperative that we focus on alternative ways to
retain people.
106
Retaining Talent in a World of Rising Aspirations
107
Managing HR in Global Era: Prospects & Challenges
108
Retaining Talent in a World of Rising Aspirations
109
Managing HR in Global Era: Prospects & Challenges
that line managers need to bring about. Employees share the closest
relationship with their managers and look upon them as their friend,
philosopher and guide. They seek the fulfillment of their aspirations
through their managers. And it is more than just about seeking
financial rewards. It is about building relationships and an
environment in which they enjoy working. Recognizing this need and
helping create such an environment can be the most cost efficient way
of retaining talent.
Inference
Admittedly, there are no simplistic answers. Many organizations have
tried finding solutions to retaining talent in their own ways. Some
have worked for some of the time. Its natural, for aspirations like
water have their own way of finding their levels only it is a higher
level each time in the current situation. Should we look at rising
aspirations as a problem that has only one solution or an opportunity
to find more creative solutions to the challenge of talent retention.
The intensity of needs drive the quality and intensity of effort. A lot
of learning emerges out of experimentation. Theories need to be
validated through a process of action and observation and analysis of
results. The question is whether we are willing to experiment and
learn? Dealing with aspirations can be an exciting way to retain talent.
It is what leads us to discover new solutions on an ongoing basis. In
that sense, all progress is a result of aspirations. We would do better
to welcome it rather than lament the rising levels of aspirations in the
newer generations. Only, it need not be a zero-sum game that it
currently appears to be.
110
KEY IMPERATIVES OF TALENT MANAGEMENT -
THE INDIAN IT AND ITES INDUSTRY PERSPECTIVE
Dr. Naveen Kumar Bandari
Mr. N. Uday Kumar
Abstract
The cultures of work and forms of organization and management that
have emerged with in the software services outsourcing industry are
substantially different from those in old economy companies
although there are also significant continuities. IT and ITES
companies have imported a new age management ideology based on
flat structures, lack of bureaucracy, openness, flexibility, and
employee empowerment. But, due to the requirements of the
outsourcing business, new forms of direct or panoptical control over
the work process have also emerged, which are linked to the
rationalization of the work process through the application of modular
programming techniques and international quality standards as an
integral part of talent management.
The research is conducted with an objective of finding the
interrelationship between transparency of competition, equal
opportunities for international assignments and work culture of the
organization. This research examines the concept of talent
management from the perspective of the organizational climate and
work climate. Structured interviews are conducted on 100 respondents
of executive employees from IT sector and 100 of ITES sectors of
Andhra Pradesh state in India.
Keywords: Talent, Talent management, work culture and
organizational climate
Introduction
In order to soften the routinisation of work and the rigidity of process
driven management, and to build employee loyalty and motivation,
IT and ITES companies employ normative management techniques
such as the inculcation of common values and emphasis on team
111
Managing HR in Global Era: Prospects & Challenges
112
Key Imperatives of Talent Management
realizes that he attains the best industry exposure and gains mastery of
expertise and experience. The table-1 presents the opinions on
fairness and transparency of competition.
TABLE-1
OPINION ON FAIRNESS AND TRANSPERANCY OF
COMPETETION
Parameters IT ITES IT AND ITES
Respondents
No. Of Respondents
No. Of Respondents
No. Of
%
Strongly Agree 30 26 56 28
Agree 32 34 66 33
Neutral 02 05 07 3.5
Disagree 24 25 49 24.5
Strongly Disagree 12 10 22 11
TOTAL 100 100 200 100
Source: Field Study
From the Table- 1 when asked about the Competition and support in
intra and inter teams was always fair and transparent, 30 per cent of
IT respondents said Strongly Agree, 32 per cent said Agree, 02
per cent said Neutral, 24 per cent said Disagree and 12per cent
opined Strongly Disagree.
From the Table- 1, it is clear that the overall 26 per cent of ITES
respondents opined Strongly Agree, 34 per cent said Agree, 05
per cent said Neutral, 25 per cent said Disagree and 10 per cent
opined Strongly Disagree when they are asked about Competition
and support in intra & inter teams was always fair and transparent.
Overall, 28 per cent of the respondents said Strongly Agree, 33 per
cent said Agree, 3.5 per cent opined Neutral , 24.5 per cent
said Disagree and 11per cent said Strongly Disagree when asked
about Competition and support in intra & inter teams was always fair
and transparent.
Majority of the employees in the IT and ITES sector feel that
Competition and support in intra & inter teams was always fair and
transparent. A considerable proportion of respondents in both IT and
113
Managing HR in Global Era: Prospects & Challenges
ITES sectors feel that the competition and support in intra & inter
teams is not fair and transparent.
ii. EQUAL OPPORTUNITIES FOR INTERNATIONAL
ASSIGNMENTS
International assignments in the IT and ITES organizations will
enable the career growth of every employee in the organization. It will
provide an international exposure where in they can understand the
process to the fullest and gain lot of experience and also sometimes
this opportunity provides more economic benefits to the employees.
While choosing the candidates, there is every possibility of favoritism
and partiality and actual talent of the employees may or may not be
considered. Organization should take care of these issues and identify
the talent to ensure the disparities are not created.
The Table-2 shows the support and equal opportunities for the
international assignments.
TABLE-2
OPINION ON EQUAL OPPORTUNITIES FOR
INTERNATIONAL ASSIGNMENTS
IT ITES IT AND ITES
Parameters Respondents
No. of Respondents
No. of Respondents
No. of Per
Cent
Strongly Agree 29 33 62 31
Agree 46 37 83 41.5
Neutral 02 02 04 02
Disagree 22 25 47 23.5
StronglyDisagree 01 03 04 02
114
Key Imperatives of Talent Management
From the Table- 2, it is clear that the overall 33 per cent of ITES
respondents opined Strongly Agree, 37 per cent said Agree, 02
per cent said Neutral, 25 per cent said Disagree and 03 per cent
opined Strongly Disagree when they are asked about Every
employee of the organization gets equal opportunity and support for
foreign / international assignment.
Overall, 31 per cent of the respondents said Strongly Agree, 41.5per
cent said Agree, 02 per cent opined Neutral, and 23.5 per cent
said Disagree and 02per cent said Strongly Disagree when asked
about Every employee of the organization gets equal opportunity and
support for foreign / international assignment.
International assignments in the IT and ITES organizations will
enable the career growth of every employee in the organization. It will
provide an International exposure wherein they can understand the
process to the fullest and gain lot of experience and also sometimes
this opportunity provides more economic benefits to the employees.
WORK CULTURE AND ORGANISATIONAL CLIMATE
Work culture of the organization is influenced by the relational
framework among the employees and the atmosphere prevailing in the
organization. Though all efforts are always synchronized towards the
common objectives of organization, in a process of achieving those
every employee will undergo many phases of emotions in dealing
with intra and inter team members. Fairness and transparency of
competition among the employees and equal opportunities are
provided to employees will certainly develop trust on organization.
This will contribute to the cordial work culture and good
organizational climate. The table- 3 illustrates the inter relationship
between the factors of talent management. Factors taken for the study
are:
Transparency of competition in teams (X1)
Equal opportunities and support for international assignment (X2) and
Work culture and organizational climate in the organization (X3).
For the purpose of calculation the above alternatives have expressed
in terms of X1, X2, and X3. Survey data is placed below to find the
115
Managing HR in Global Era: Prospects & Challenges
Disagree 49 47 6
Neutral 7 4 1
Agree 66 83 88
Agree
Strongly
56 62 100
TOTAL 200 200 200
Source: Field Study
CORRELATION COEFFICIENT
r(X1,X2) 0.97
r(X1,X3) 0.78
r(X2,X3) 0.83
PARTIAL CORRELATION COEFFICIENT (PCC) of X1, X2 & X3
r X1X2.X3 0.92
116
Key Imperatives of Talent Management
117
Managing HR in Global Era: Prospects & Challenges
118
PERCEPTION OF TRAINING: VOICE OF
NONCLINICAL STAFF OF RUBY GENERAL
HOSPITAL, KOLKATA
Mr. Soumik Gangopadhyay
Mr. Anirban Sarkar
Abstract Training is an essential technique of employee
empowerment that helps to function an organization better in a
competitive environment. Hospital is not an exception to that and the
relative importance of training is felt more in this case as it deals with
life and death situations. Basic objective of this study was to identify
the motivation of training among nonclinical employees of Ruby
General Hospital, Kolkata. 130 employees have been selected through
random sampling and their opinion about the need of training has
been analyzed with the software named STATA. The result emanated
from the study is highlighting versatile need, benefit related to
perception. It also indicates employees motivational disparity of
training which supersedes self-benefit rather than organizational
objective.
Keywords Perception of training, Nonclinical staff, Self-benefit,
Employee objective, Organizational objective
Introduction - Sophisticated instrument and new inventions has
changed the facets of medical treatment which brings new definition
of healthiness to mankind. These skills need to be learned by the
practitioners of the concerned field. Training is a way of learning
eventually more importantly for the medical support activity. Clinical
staffs engaged in day to day application of knowledge do have critical
responsibilities as they deals with human life and death situations. So,
whether clinical or non-clinical, training has an escalating importance
in healthcare like procedures. In contrast, training empowers a
clinician or non-clinician by helping to learn both subjective and
behavioral aspects. However, any training has an objective. Our study
is confined to Ruby Gen. Hospital, Kolkata.
119
Managing HR in Global Era: Prospects & Challenges
This hospital dominates the environment of Kolkata for the last two
decades. In the segment of private hospital, it is a well-recognized
name for its continuity in patient care, rational pricing, modern
treatment etc. Ruby General Hospital has a very well experienced and
accomplished team of medical practitioners, technicians, nurses and
other administrative staff. The hospital has around 175 renowned Sr.
Consultants of different specialties and around 50 In-house Doctors
who are always available. There is also a constant inflow of doctors
from United States who bring the latest advances of treatment to the
patients at Ruby Hospital. The Hospital has 4 Operation Theatres, 1
Cath Lab, CTVS, ITU, ICCU, NICU, Day Care Services, Radiology
Services, Emergency Department, Pathology Services, round the
clock ambulance, pharmacy and other diagnostic services. The
hospital has a bed strength of 302 beds. In a span of around 17 years,
the hospital has performed a variety of major surgeries & Cath Lab
procedures, Cardio Thoracic Surgeries and other surgeries/procedures
with a very high success rate. Every day around 150 to 200 patients
avail the Out Patient Services. The Hospital is equipped with the
latest generation equipment and technology. 24 hours Emergency,
Trauma Care, Ambulance, Pathology, Pharmacy, Dialysis and
Radiology services are available to all. All types of Pathology,
Hematology, Biochemistry and a number of other
Diagnostics/Investigations are done here. Around 40 beds have been
exclusively dedicated for I.C.C.U. and I.T.U. to provide emergency
and critical care to the patients. Maximum number of Trauma care
cases are treated here with a high success rate. There are around 42
multi-specialty departments under which the treatment is available,
like Neurology, Orthopedics, Cardiology, Oncology, Dermatology,
Hematology, Gynecology and Obstetrics, Neonatal Care and
Pediatrics, ENT, General Medicine, General Surgery,
Gastroenterology, Nephrology, Radiology, Dentistry and others.
First hospital in India to introduce the Patients Bill of Rights
First hospital in eastern India to have IS0:9001:2008
First NRI hospital in eastern India
120
Perception of Training
121
Managing HR in Global Era: Prospects & Challenges
122
Perception of Training
123
Managing HR in Global Era: Prospects & Challenges
124
Perception of Training
2. organization
Training helps to adopt with the change in an 0% 0% 0% 13% 87%
10 than
Training help to gain company objective rather 0%
own development 3% 42% 52% 3%
11 training
Classroom training is better than on-the -job 3% 35% 23% 39% 0%
125
Managing HR in Global Era: Prospects & Challenges
13 Subject matter
designed by the/topic of classroom training must be 8%
employees 13% 26% 52% 1%
14 Subject matter
designed by the/topic of classroom training must be 7%
employees 3% 42% 32% 16%
15 organization
Classroom training must be higher from outside 0% 39% 55% 6% 0%
19 clinical handling
Training helps to learn the technique/path skill of 0% 0% 0% 81% 19%
126
Perception of Training
Factor17
Factor12
Factor11
Factor15
Factor14
Factor19
Factor18
Factor10 | 0.96738
Factor13
Factor16
Factor20 0.15738 0.0336 0.8349
| 0.80999 0.10320 0.0281 0.8630
| 0.70680 0.08953 0.0245 0.8876
| 0.61727 0.05055 0.0214 0.9090
| 0.56672 0.10890 0.0197 0.9287
| 0.45782 0.10366 0.0159 0.9446
| 0.35416 0.05515 0.0123 0.9569
| 0.29901 0.06945 0.0104 0.9673
| 0.22957 0.04611 0.0080 0.9753
| 0.18346 0.02129 0.0064 0.9816
| 0.16217 0.04118 0.0056 0.9873
Factor22 | 0.12099
Factor21 0.03455 0.0042 0.9915
| 0.08644 0.03321 0.0030 0.9945
Factor23 | 0.05324 0.00591 0.0018 0.9963
Factor24 | 0.04733 0.01244 0.0016 0.9980
Factor25 | 0.03489 0.01364 0.0012 0.9992
Factor26 | 0.02125 0.01711 0.0007 0.9999
Factor27 | 0.00414 0.00459 0.0001 1.0001
Factor28 | -0.00046 0.00118 -0.0000 1.0001
Factor29 | -0.00164 . -0.0001 1.0000
--------------------------------------------------------------------------
Source: Primary Data Analysis
Table 3 Factor loadings (pattern matrix) and unique variances
----------------------------------------------------------------------------------------------------------------------------------------------------------
Variable | Factor1 Factor2 Factor3 Factor4 Factor5 Factor6 Factor7 Factor8 Factor9 Factor10 Factor11 Factor12 Factor13 Factor14
-------------+--------------------------------------------------------------------------------------------------------------------------------------------
q2 | 0.1563 0.1543 0.3270 -0.1067 0.7891 0.2453 -0.0050 0.0165 -0.0191 0.1415 0.1144 0.0144 0.0746 0.1460
q3 | -0.2210 0.5319 0.2078 -0.0656 -0.2291 -0.0662 0.0527 0.2855 -0.4486 0.1134 0.2107 -0.1876 0.0657 -0.0442
q4| -0.3399 -0.2104 0.0528 -0.0813 0.6451 -0.2906 -0.2500 0.2535 0.1490 0.2880 0.1126 -0.1466 -0.0410 -0.0624
q5 | 0.2257 -0.2371 -0.0099 0.2889 0.0430 0.5340 0.4266 -0.0137 -0.1285 0.1178 0.4512 0.2231 -0.1184 -0.0165
q6| -0.5683 -0.3038 0.6096 -0.1648 0.0536 -0.0353 0.0656 -0.0577 0.0902 -0.1878 0.0434 0.1839 0.0815 0.0874
q7 | 0.2990 0.2542 -0.6514 -0.3598 0.3483 0.0274 0.1644 -0.1323 0.0622 -0.1324 -0.0883 -0.0968 0.0282 0.0459
q8 | 0.7141 -0.1486 -0.1453 -0.3307 -0.2084 0.1487 -0.0442 -0.0774 0.2870 0.2021 0.0565 -0.0197 0.1381 -0.1468
q9 | 0.3281 0.4879 -0.5526 -0.2942 0.1628 0.1023 0.1859 0.2297 -0.0504 -0.0110 0.1045 -0.0898 0.0730 0.1866
q10| -0.1492 -0.1930 -0.1635 0.2550 -0.2689 0.6519 -0.0398 0.1749 0.1247 0.1835 -0.2283 0.0079 0.3587 0.2236
q11 | 0.3352 -0.4717 0.0230 0.1082 -0.0441 0.0839 -0.6427 -0.0737 -0.1218 0.0398 0.2947 0.0788 0.0579 0.0337
q12 | 0.1953 0.3395 0.2258 -0.6993 -0.2249 0.0879 -0.0065 -0.0430 0.0565 0.0339 0.1364 0.2932 -0.2138 0.2342
q13 | 0.0321 0.2924 0.5868 -0.3662 -0.2303 -0.0184 0.1717 0.2771 0.3901 0.1829 -0.1101 0.0054 -0.0852 -0.1094
q14| -0.0996 0.5895 -0.4568 0.3170 0.0073 -0.1282 0.0888 0.0478 0.2405 0.2861 0.1411 0.1448 -0.0762 -0.0025
q15| -0.3438 0.3312 -0.2481 0.4902 -0.1068 -0.4183 0.1209 -0.0716 0.2110 0.0205 -0.0247 0.2492 0.0402 0.0785
q16 | -0.1431 0.4971 0.4872 -0.0714 0.3205 0.1445 0.0509 -0.2695 -0.2331 0.0843 -0.2652 0.2184 0.2355 -0.0703
q17 | 0.5567 -0.5619 0.1634 0.2379 0.2357 -0.0193 0.3174 0.1435 0.0120 0.1855 -0.1381 0.0030 -0.1053 -0.1089
q18 | 0.6096 -0.5994 0.1591 0.0732 -0.0182 -0.0277 0.4198 0.0757 0.0690 -0.0855 0.0276 -0.0744 -0.0336 -0.0700
q19 | 0.4227 -0.5623 -0.2486 -0.1232 0.1749 -0.3021 0.0432 0.0685 0.0275 0.1235 -0.1879 0.2559 0.0490 0.2358
q20 | 0.6970 0.2334 0.3246 0.0385 0.0765 -0.1115 0.0753 0.0933 0.1744 -0.3174 0.0829 0.0529 0.2294 -0.0913
q21 | 0.5447 0.1786 -0.1770 -0.0140 -0.0077 -0.2058 -0.0434 0.4922 -0.3036 -0.0040 -0.0117 0.3453 0.2175 -0.2593
q22 | 0.2207 0.6227 0.1203 0.3935 0.2192 0.2749 -0.0683 -0.2383 0.3169 -0.1240 0.0557 -0.0589 0.0202 -0.1680
q23 | 0.8032 0.1434 0.0480 -0.0839 -0.1104 0.1193 -0.3107 0.0946 0.2323 0.1697 0.0469 -0.0279 0.0009 -0.0874
q24 | 0.3319 0.4093 0.4641 0.4628 -0.0311 -0.1221 -0.0356 0.1389 -0.0641 0.0911 -0.0214 -0.0574 -0.1548 0.2734
q25 | 0.5402 -0.0078 0.3290 0.0862 -0.1900 -0.4133 0.1410 -0.1995 0.0173 0.3086 0.1363 -0.2220 0.2936 0.2032
q26 | 0.7996 0.0321 0.0444 0.1956 0.0715 -0.0899 -0.2848 0.0413 0.1321 -0.2423 0.0358 0.1880 -0.0745 0.0985
q27 | 0.6824 0.1984 0.0308 0.1121 -0.0224 0.1835 -0.1520 -0.0997 -0.2491 0.2896 -0.3835 0.0343 -0.2747 -0.0583
q28 | 0.7094 0.1237 0.1195 0.1717 0.0407 0.1241 -0.0110 0.3781 -0.0167 -0.3685 -0.1192 -0.1713 -0.0727 0.1757
q29 | 0.8072 0.1077 -0.0086 0.0070 -0.0219 -0.2249 0.1243 -0.4203 -0.1885 0.0138 0.0532 0.0048 0.0241 -0.0131
q30 | 0.9110 0.0067 -0.0645 -0.1407 -0.0548 -0.0341 0.0134 -0.2365 -0.1164 -0.0262 -0.0007 -0.0982 -0.0041 -0.0130
----------------------------------------------------------------------------------------------------------------------------------------------------------
127
Managing HR in Global Era: Prospects & Challenges
128
Perception of Training
129
Managing HR in Global Era: Prospects & Challenges
130
Perception of Training
131
WORK-LIFE-BALANCE: A NOVEL STRATEGIC
APPROACH OF RETAINING AND MANAGING
GENERATION Y HUMAN FORCE
Dr Ramesh Kumar Miryala
Yadagiri Ch
ABSTRACT
Generation Y's characteristics put them in high demand in today's job
market, but managers and employers are having an extreme difficulty
in understanding how they can be effectively utilized in the work
environment. It has been shown through various studies that the
work/life balance programs go a long way in helping firms of all sizes
attract and retain high-quality professionals and are a key factor in
employee satisfaction especially among Generation Y. Retaining the
efficient Human Force is always been a challenge to the modern
corporate. More than a decade has passed since the corporate started to
implement work/life-balance-friendly policies, but only a few firms
are claiming the success.
Work and family balance has highlighted the benefits as the key factor
in generating employee satisfaction among Generation Y. Through
qualitative and appropriate work-life balance activities and HR metrics
the organizations are able to improve employee morale, retain
employees with valuable company knowledge, and keep pace with
workplace trends.
This article depicts the strategies for human resource management
professionals to assist their companies to capitalize on these factors by
using work/life initiatives on Generation Y human force.
KEYWORDS
Work-life balance, W-L benefits, employee retention, Human force,
Generation Y
INTRODUCTION
For the organizations the challenge of work-life balance has emerged
to the concern of top of many employers' and employees'
132
Work-Life-Balance: A Novel Strategic Approach
133
Managing HR in Global Era: Prospects & Challenges
1 Work-life Balance, (2002): The Word Spy. Retrieved January 30, 2003,
http://www.worc1spy.com/words/work-lifebalance.asp
2 Fiona Moore, Work-life balance: contrasting managers and workers in an
MNC, Employee Relations, Vol. 29 No. 4, 2007, pp. 385-399
134
Work-Life-Balance: A Novel Strategic Approach
135
Managing HR in Global Era: Prospects & Challenges
136
Work-Life-Balance: A Novel Strategic Approach
7 Miryala RK., et al (2012) : Work Life Balance amongst Teachers, IUP Journal
of Organizational Behavior,
Vol. X1, Issue 1, 2012
8 Parus, B, (2000): Measuring the ROI of work/life programs. Works pan, 43, 9,
pp. 50-54.
137
Managing HR in Global Era: Prospects & Challenges
138
Work-Life-Balance: A Novel Strategic Approach
139
Managing HR in Global Era: Prospects & Challenges
140
Work-Life-Balance: A Novel Strategic Approach
141
Managing HR in Global Era: Prospects & Challenges
University of
Pune 601+ - 283 - - - -
University of
Calcutta 601+ - - - - - -
Source: http://www.topuniversities.com/
To obtain the quality professionals or employees we need to focus on
imparting quality education, research and knowledge transfer to the
students to cultivate into a strong Human Capital for the country. It is
believed that the employability component, unique to the QS system
introduces a particular relevance for prospective students, who would
regulate the industrial performance and ultimately the economic up
gradation of the nation.
WORK-LIFE BALANCE-THE TRENDS AHEAD
The challenge of work-life balance in our society is unlikely to
disappear. The concept of work/life balance is gaining a great deal of
attention in both the academic and corporate worlds. A 2003 study
reveals that employees are often preoccupied with work when not
working, and when in the company of family and loved ones,
experience an inability to be meaningfully engaged in no work
spheres. 13 As researcher Ezzedeen explains, "modern work has
become more knowledge based, fluid, and intellectual; overworked
people think about work all of the time. For many people, work has
become cognitively intrusive." To understand work/life balance,
Professor Swiercz and Doctoral Candidate Ezzedeen of The George
Washington University developed and tested a cognitive approach,
the "Cognitive Intrusion of Work." In simple terms, this means that
work/life balance is not just about finding "physical time" to do all
that needs to be done. Instead, and more importantly, it is about the
142
Work-Life-Balance: A Novel Strategic Approach
143
Managing HR in Global Era: Prospects & Challenges
144
WORK-LIFE BALANCE (WLB): THE BINDING FOR EVERY
MODERN ORGANISATION
Dr. Chandrashekar M. Mathapati
You will never feel truly satisfied by work until you are satisfied by
life.
Heather Schuck, The Working Mom Manifesto
Abstract:
As India continues to emerge as a global economic power,
understanding the dynamics between work and personal lives specific
to this culture is increasingly important. In India, the work-life agenda
is very much aligned with social and institutional context of the
country.
In the pursuit of improving performance, increasing productivity,
reducing costs and enhancing profitability in the workplace,
organizations are evolving new ways and means to build
psychological relationships with employees. Work-life balance
(WLB) is a common challenge throughout the industrialized world.
Employees all over the world are facing challenges how to balance
work and their family lives. This article provides background for
understanding how work-life issues are perceived and
researched in India, and tries to throws a light on how Work-Life
Balance can be made part of tilt comprehensive HR strategy aimed at
both employee satisfactions as well as achieving organizational
results, how WLB as a win-win strategy benefits employees,
employers and shareholders and also how the concept of Work-Life
Balance builds overall personality of an Individual.
Take care of yourself: When you dont sleep, eat crap, dont
exercise, and are living off adrenaline for too long, your performance
suffers. Your decisions suffer. Your company suffers. Love those close
to you: Failure ofyour company is notfailure in life. Failure in your
relationship is.
Ev Williams, Co-founder of Medium and Twitter
145
Managing HR in Global Era: Prospects & Challenges
More than ever before, the employees play many different roles in
their lives. They are workers, parents, spouses, friends, caregivers of
elderly relatives and volunteers in their communities. They must also
make room in their lives for taking care of their own physical and
mental well-being. Not surprisingly, achieving balance among all
these competing priorities can be difficult.
Work-life balance is about effectively managing the juggling act
between paid work and other activities that are important to us -
including spending time with family, taking part in sport and
recreation, volunteering or undertaking further study.
Research suggests that improving the balance between our working
lives and our lives outside work can bring real benefits for employers
and employees. It can help build strong communities and productive
businesses.
In today's busy world, prioritizing between your work and your
personal life can be a huge challenge. But studies show that a poor
work-life balance can result in unhealthy levels of stress, unhappiness,
and even reduced productivity.
Finding a suitable balance between work and daily living is a
challenge that all workers face. Families are particularly affected.
Some couples would like to have (more) children, but do not see how
they could afford to stop working. Other parents are happy with the
number of children in their family, but would like to work more. This
is a challenge to governments because if parents cannot achieve their
desired work/life balance, not only is their welfare lowered but so is
development in the country. If parents have to choose between
earning money and looking after their children, the result is that there
will be too few babies and too little employment.
The fact that employees in huge buildings of prospering organizations
firms take home huge pay every month, can paint a rosy picture of
their lives in anyones mind.
However, when we take a closer look, we see another reality that is
not so bright. In reality, the lives of these individuals are marked by
146
Work-Life Balance (WLB): The Binding for Every Modern Organisation
147
Managing HR in Global Era: Prospects & Challenges
148
Work-Life Balance (WLB): The Binding for Every Modern Organisation
149
Managing HR in Global Era: Prospects & Challenges
150
Work-Life Balance (WLB): The Binding for Every Modern Organisation
suffer worse mental and physical health than childless adults. This is
associated with the high costs of parenthood described in the article.
Simon states that, In America we lack institutional supports that
would help ease the social and economic burdens associated with
parenthood.
Psychoanalysts diagnose uncertainty as the dominant attitude to life in
the postmodern society. This uncertainty can be caused by the
pressure which is executed from the society to the humans. It is the
uncertainty to fail, but also the fear of their own limits, not to achieve
something what the society expects, and especially the desire for
recognition in all areas of life. In today's society we are in a
permanent competition. Appearance, occupation, education of the
children - everything is compared to a media staged ideal. Everything
should be perfect, because this deep-rooted aversion to all average,
the pathological pursuit to excellence - these are old
traditions. Whoever wants more - on the job, from the partner, from
the children, from themselves - will one day be burned out and empty
inside. He is then faced with the realization that perfection does not
exist. Who is nowadays empty inside and burned out, is in the
common language a Burnout. But due to the definitional problems
Burnout is till this date not a recognized illness. An attempt to define
this concept more closely, can be: a condition that gets only the
passionate, that is certainly not a mental illness but only a grave
exhaustion (but can lead to numerous sick days). It can benefit the
term that it is a disease model which is socially acceptable and also, to
some extent, the individual self-esteem stabilizing. This finding in
turn facilitates many undetected depressed people, the way to a
qualified treatment. According to experts in the field are, in addition
to the ultra hard-working and the idealists mainly the perfectionist,
the loner, the grim and the thin-skinned, especially endangered of a
burnout. All together they usually have a lack of a healthy distance to
work.
Another factor is also, that for example decision-makers in
government offices and upper echelons are not allowed to show
151
Managing HR in Global Era: Prospects & Challenges
152
Work-Life Balance (WLB): The Binding for Every Modern Organisation
Responsibility of Employers:
Companies have begun to realize how important the work-life balance
is to the productivity and creativity of their employees. Research by
Kenexa Research Institute in 2007 shows that those employees who
were more favourable toward their organizations efforts to support
work-life balance also indicated a much lower intent to leave the
organization, greater pride in their organization, a willingness to
recommend it as a place to work and higher overall job satisfaction.
Employers can offer a range of different programs and initiatives,
such as flexible working arrangements in the form of part-time, casual
and telecommuting work. More proactive employers can provide
compulsory leave, strict maximum hours and foster an environment
that encourages employees not to continue working after hours.
It is generally only highly skilled workers that can enjoy such benefits
as written in their contracts, although many professional fields would
not go so far as to discourage workaholic behaviour. Unskilled
workers will almost always have to rely on bare minimum legal
requirements. The legal requirements are low in many countries, in
particular, the United States. In contrast, the European Union has
gone quite far in assuring a legal work-life balance framework, for
example pertaining to parental leave and the non-discrimination of
part-time workers.
According to Stewart Friedmanprofessor of Management and
founding director of the Wharton Schools Leadership Program and of
its Work/Life Integration Projecta "one size fits all" mentality in
human resources management often perpetuates frustration among
employees. "[Its not an] uncommon problem in many HR areas
where, for the sake of equality, there's a standard policy that is
implemented in a way that's universally applicable -- [even though]
everyone's life is different and everyone needs different things in
terms of how to integrate the different pieces. It's got to be
customized."
153
Managing HR in Global Era: Prospects & Challenges
154
Work-Life Balance (WLB): The Binding for Every Modern Organisation
155
Managing HR in Global Era: Prospects & Challenges
156
Work-Life Balance (WLB): The Binding for Every Modern Organisation
157
WORK-LIFE BALANCE
OF WOMEN ENTREPRENEURS IN INDIA
Ms. Uma Rani Bade
Dr J. Varaprasad Reddy
Mr. P. Divakara Rao
Abstract - In India, women entrepreneurs have increased because of
changing socio-cultural environment and an increase in educational
opportunities. Women started their own business in order to improve
their work-life balance, which is defined as satisfaction with
fulfilling the personal goals in both the work and life domains, by
being able to use appropriate means (Campbell Clark, 2000:751).
However, in the existing societal setup, entrepreneurial women are
overburdened and find it increasingly difficult to balance their work
and life roles. The study is purely based on a secondary source of
information on literature review and Internet resource review. The
study also deals with understanding the important factors influencing
the Work life Balance of these women entrepreneurs. To achieve this
end, mostly secondary data was collected. Overall, Indian women
entrepreneurs are satisfied with their work-life balance, but are also
struggling with it over time. Women who were aware of their personal
goals in the work, family, social, and personal domain were better
able to balance and act in accordance to their values during the day.
The study revealed that the major factors influencing the work life
balance of women entrepreneurs in India are role ambiguity, Stress
Management, lack of time management and proper social support.
Keywords: women entrepreneurs, work-life balance, issues, roles,
social support
INTRODUCTION
Entrepreneurship is the act of setting up a new business or stimulating
an existing business in order to take advantages from new
opportunities. Entrepreneurs perceive advantage of opportunities, take
risk and see themselves as well-positioned. They observe a problem
and see themselves that they are able to solve it. Thus, entrepreneurs
158
Work-Life Balance of Women Entrepreneurs in India
shape the economy by creating wealth and new jobs and by inventing
new products and services. Entrepreneurship is indeed an attitude to
create something new and creates value in the entire social eco
system. It is a state of mind, which develops naturally, based on his/
her surrounding and experiences, which makes him/ her think about
life and career in a given way.
Women have achieved an immense development in their state of
mind. Women want to be independent and do well in creating
entrepreneurial opportunities where they can excel their skills by
balancing both their personal and professional life. Accordingly,
during the last two decades, there is an increase in number of Indian
women entrepreneurs and they are gradually changing the face of
business today, both literally and figuratively. But still there are
certain factors which are affecting them to capitalize their potential in
India. The Change dynamics of both the workplace and the home are
certain issues which are significantly different when compared to
men. Especially Women has to play multidimensional roles in Indian
society as a primary care taker of family.
Women to be independent strived for personal growth, development
and attained financial freedom by managing their businesses. The
evolution of women in the workplace has made them to realize that
they have immense power of leadership and entrepreneurial skills for
upward mobility within the corporate structure. This created a new set
of challenges; women faced issues of pay equity, the glass ceiling
effect and other gender-related work issues, such as lack of flexibility
to handle childcare and family responsibilities (Greenhaus & Beutell,
1985; Greenhaus & Powell, 2003; Hobson, Delunas, &Kesic, 2001;
Kephart, 2005; Mattis, 2004; Reynolds, 2005).
OBJECTIVES
1 .To identify the factors responsible for the work life balance.
2. To study the issues faced by women entrepreneurs in Work-Life
balance
159
Managing HR in Global Era: Prospects & Challenges
160
Work-Life Balance of Women Entrepreneurs in India
161
Managing HR in Global Era: Prospects & Challenges
162
Work-Life Balance of Women Entrepreneurs in India
163
Managing HR in Global Era: Prospects & Challenges
urs
Entrepren
Mother
eur
Social
Employer being
164
Work-Life Balance of Women Entrepreneurs in India
4. Time Management
Effective time management is one of many factors influencing Work
life balance. It helps in identifying priorities in the way the time is
utilized. Multidimensional roles if not fulfilled successfully within a
limited time can lead to problems in their work and life
domains. Each role requires time and energy - once a woman spends
this on one role, she has that much less for the other roles. Juggling
time between family and work commitments is a major factor for
women entrepreneurs leaving them feeling that they were not
performing any of their roles efficiently. Long working hours often
leave women entrepreneurs mentally and physically exhausted
hampering their ability to successfully take care of their dependents at
home. This may lead to anxiety and work-home conflicts.
5. Organization culture and work Dynamics:
Organizational values supporting worklife balance have positive
work and personal well-being consequences.
6. Individual factors:
Individual factors like personality, gender, age, life and career stage,
work orientation, energy of an individual has an overall effect on
work life balance of women entrepreneurs.
B. WORK-LIFE BALANCE (WLB) ISSUES OF WOMEN
ENTREPRENEURS
Women entrepreneurs in addition to their challenging entrepreneurial
work, also perform several roles in their families .These roles include
being a spouse, parent, managing daily household tasks and providing
services to the society. Women also must take care of their own health
and other personal activities, which are often neglected because of
role overload. In order to manage enterprise successfully, they have to
strive hard to strike a balance between managing the family and the
enterprise. Sometimes she has to sacrifice her entrepreneurial urge in
order to strike a balance between the two.
The basic issues faced by women entrepreneurs are as follows:
165
Managing HR in Global Era: Prospects & Challenges
166
Work-Life Balance of Women Entrepreneurs in India
167
Managing HR in Global Era: Prospects & Challenges
Career Opportunities
Professional Network
Technological Knowledge
Family
Social Support
Support
168
Work-Life Balance of Women Entrepreneurs in India
169
Managing HR in Global Era: Prospects & Challenges
170
WOMEN-CENTRIC INCLUSIVE HR POLICIES AT
WORKPLACE AS AN EMPOWERMENT TOOL
Prof. A. Suryanarayana
Roshee Lamichhane
ABSTRACT
Women Managers, by their sheer achievements so far, have proven that
they bring in excellence towards work place and society besides being
a major source of contribution towards economic growth. What they
expect from the society and at workplace is a mentoring, coaching, and
networking opportunity. It is important to distinguish and address
individually the more tangible barriers to participation of women in the
field, (such as Work-Life Balance) and the problems of perceived
competence in doing the job, or the unwritten gendered work cultures.
Initiatives need to address the issues that appear to disadvantaged
women at a practical level (for example, childcare, better access to
finance, entrepreneurial opportunities), whilst not neglecting the
importance of building confidence, providing inspiration and building
female-friendly networks and spaces. Networks, visibility, and learning
are all critical to achieving gender inclusion and are all forms of
empowerment. Women empowerment is a global theme now. Indian
challenges are not far away. Empowerment strategies offer a good way
to address the tensions emerging from gender inclusion through the
judicious use of women-friendly spaces open also to men. These
empowerment strategies also need to be informed about the wants and
needs of target users. The flagging of these strategies also often touches
upon their ability to listen to and talk to various gendered users in an
original and effective manner. Empowerment and other inclusion
strategies, by increasing the proportion of women, may promote further
changes in gendered cultures and practices and create a more
welcoming space for women. The empowerment of women needs to be
endorsed at industry and company levels as well as by individuals
171
Managing HR in Global Era: Prospects & Challenges
172
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
173
Managing HR in Global Era: Prospects & Challenges
174
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
175
Managing HR in Global Era: Prospects & Challenges
176
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
In addition, it is also critical for women to feel safe and secure in their
workplace. Apart from the physical infrastructure, it is also important
to provide more flexible and gender-inclusive policies to foster growth
of women workforce. Strict policies for dealing with sexual harassment
in all its forms are fast becoming the norm in most companies. These
need to be strengthened, and well publicized. It is not just enough to
have policies but also to ensure that women have the comfort level and
confidence to speak out against any harassment they face. Companies
need to evolve mechanisms to engender this feeling with support
groups, counselors, and other semi-formal structures. Long leaves of
absence without detriment to their career growth, sensitive and flexible
transfer policies, counseling services, are some of the features that will
make women comfortable in the workplace and hence more productive.
Of course, being sensitive to these issues should not mean that women
should be placed at a disadvantage when it comes to making decisions
about their suitability for certain positions.
FOSTERING AN ENVIRONMENT TO ENALBE ORGANIC
WOMEN LEADERSHIP
Focus, vision, planning, and persistence are essential in order to build
a successful career. While these are important ingredients for career
planning for anyone, this process assumes significance for women as
many women would be treading on the paths where their mothers and
peers may not have done so and therefore would not be able to rely on
experience of others. The rise of global leaders like Nooyi, Kalpana,
and Kidwai is of course laudable. Every such achievement by women
is in itself worthy of praise since they provide role models for others.
However, it is important to realize that companies need to foster an
environment to enable organic leadership from amongst their women
employees. Organically grown leadership, not just at the top levels, but
at all levels, will lead to more diversity in thought and organization,
which will ultimately add to the growth in quantitative and qualitative
terms while also fulfilling an important societal responsibility.
According to one of the Catalyst Bottom Line Reports, Fortune 500
Companies with more Women Board Directors experienced
significantly higher financial performance, on average, than those with
the lowest representation of women board directors. It also says
177
Managing HR in Global Era: Prospects & Challenges
178
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
179
Managing HR in Global Era: Prospects & Challenges
180
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
walk to the finish line with her head held high. The power of the fairer
mind has crossed boundaries and chartered a path of unprecedented
growth paving opportunities galore. For women, discovering self
potential is a continuous process of evaluation of their own capabilities,
analyzing their reactions under varying circumstances, understanding
the effect and changes they thus bring about in their environment, and
assessing the cumulative impact it has on their future prospects of
growth.
When a woman is operating at her most authentic self, she
simultaneously feels and is viewed as being a more effective leader. A
successful woman leader also has a complex set of systems support
created by both her and the organizationher interpersonal resources.
Successful executive women authentically lead big and bold changes,
pushing the envelope of institutional norms with power and
creditability. They not only shape the culture, but broaden the strength
and capability of the organization itself by creating a diversity of
leadership. Many women tend to experience robust careers as their
personal lives and external commitments become more robust. Often
these forces play off each other in a positive and fruitful way.
Stakeholder engagement by creating a win-win proposition where each
stakeholder can see a mutuality of interest is emerging as a distinctive
feature of living organizations.
Studies all over world say that women are dramatically
underrepresented in formal leadership positions across organizations.
The women in the new millennium still need to establish their positions
in the corporate world. Their strengths have often been undervalued
and less rewarded especially when compared to their male counterparts.
Some of the barriers that are preventing them from making it to the top
positions in corporations as they aspire to reinvent themselves in
leadership positions include being stereotyped, being confronted by
the glass ceiling and measuring womens leadership effectiveness on
traditional masculine measures. It also has been seen that women tend
to put profession as second-in-line to their personal lives when it comes
to commitment. In such a scenario, it is family challenges that act as an
impediment as opposed to barriers within the organization or those set
up by top management. The concluding argument is that todays
generation is not complaining about discrimination and unfair
181
Managing HR in Global Era: Prospects & Challenges
182
Women-Centric Inclusive HR Policies At Workplace - An Empowerment Tool
BIBLIOGRAPHY
1. Aburdene, P and Naisbitt, J (1992), Megatrends for Women,
Villard Books, New York, NY.
2. Alvesson, M and Billing, Y (1997) Understanding Gender and
Organizations, Sage Publications, Thousand Oaks, CA.
3. Catalyst, (1990), A Survey of Chief Executive Officers and Secrets
of Leadership, Houghton Mifflin, Boston, MA.
4. Heglesen, S (1990) The Female Advantage: Womens Ways of
Leadership, New York, Doubleday
5. Mattis, M.C. (1995), Corporate Initiatives for Advancing
Women, Women in Management Review, Volume 10, Number 7.
6. Powell, G.N. (1988), Women and Men in Management, Newbury
Park, Calif, Sage Publications.
7. Solomon, C.M (1998), Women are still Undervalued: Bridge the
Parity Gap, Workforce, Vol. 77, No. 5.
8. Rosener J (1995), Americas Competitive Secret: Women
Managers, Oxford University Press, NY.
9. Wah, L. (1998), Why there are so few Women CEOs,
Management Review, Vol. 87 No. 7.
10. White, J (1992), A Few Good WomenBreaking the Barriers to
Top Management, Prentice-Hall, Englewood Cliffs, NJ.
183
PRACTICE OF CONTRACT LABOUR: ITS IMPACT
ON CORPORATE CULTURE A CASE STUDY ON A
SELECTED DAIRY INDUSTRY.
Dr. Rana Bandyopadhyay
Abstract:
In this age of globalization, the employment structure across the
globe has been undergoing changes in all nation. Dependency is
developing on the contractual mode of employment for more or less
for all type of employment. In India too, to regulate the employment
of Contract Labour,Contract Labour (Regulation & Abolition) Act,
1970 is in vogue which advocates for gradual phasing out of
old
contractual
conception of abolition
employment. But of
time
contract
has come
labour
to think if possible
is at all the decades
now
184
Practice of Contract Labor: Its Impact on Corporate Culture
INTRODUCTION:
Contract Labour system has attracted the attention and appealed to the
conscience of the society since very beginning. The Whitely
Commission, Bombay and Bihar Labour enquiry committees, Rege.
Committee and Planning commission etc. have shown grave concern
towards Contract labour system. In its judgment, in Standard Vaccum
Refining Case (1960), the Apex Court has gone to the extent of telling
it to be primitive, archaic and baneful and an improved version of
bonded labour and sought to be abolished. N.L.C. also called for
stricter regulations and in exceptional circumstances to bring them on
par with regular employees.
Contract labours are generally employed on the jobs, which are
casual, seasonal and intermittent. But the contract labours have been
employed even on the jobs which are perennial and permanent nature.
More and more dependency on contractual workers are mainly due to
low output, high employee cost, over protectionism by the statute,
judiciary and their unions of the regular employees resulting a
difficult task for the employer to take work out of them (Singh, 1999).
For protecting the interest of the contract labour, Contract (Regulation
& Abolition) Act, 1970 was enforced with twin objectives of
Regulating and abolishing. The Act has its own limitations. It has
made the provisions for regulating the contract labour system, but
measures for implementation are not that stringent. The Act gives the
power to appropriate Government and not to judiciary to decide the
issue of abolition. But neither the appropriate Government nor the
185
Managing HR in Global Era: Prospects & Challenges
186
Practice of Contract Labor: Its Impact on Corporate Culture
187
Managing HR in Global Era: Prospects & Challenges
HYPOTHESIS:
The alternative hypothesis of the study are:
a) We may continue with the problem as it exists and may allow it to
take its own shape in future. OR
b) Contract labour may be brought at par with their regular
counterpart minus the commission to the contractor. OR
c) Most of the jobs in the regular employment be converted into
short term contract. OR
d) A balance approach were in employers to be given the right to go
for contracting without restrictions in order to remain in
competition shifting a little from the term Abolition as define in
the contract labour (R & A) Act, 1970. At the same time let there
be a scheme that ensure wages if not equal to their regular
counterpart should be sufficiently higher than the minimum wages,
let the safety security and welfare be the direct responsibility of the
principle employer and let the contract labour have the status of the
secondary employee and find a place even in the organizations
standing order. Let there be a Agreed Wage which is higher than
the minimum wage, and assured wage enhancement per year,
bonus, a share of profit by the organization in recognition to their
contribution towards corporate goal, Provident Fund Facilities and
medical benefits and other welfare amenities.
RESEARCH METHODOLOGY:
For the purpose of the study, a leading diary industry, having its
factory premises at West Bengal was selected. The company is
188
Practice of Contract Labor: Its Impact on Corporate Culture
making profit for last couple of years continuously. The survey was
conducted for a sample seize of 59 numbers which includes 22
contractual workers, 22 regular workers and 15 managerial staff
covering from different department and job locations. The secondary
data were collected from the past records of the office.
Three sets of questionnaires were developed one for the use of the
contractual workers, another for the use of the regular workers and the
last one for the use of the management cadre. Questionnaires were
prepared drawing references from the followings-:
1) Feedback Schedules
2) Overall companys policy
3) Contract Labour (Regulation & Abolition ) Act., 1970
The questionnaires will try to access Present status of contract labou,
benefits and other perks to regular employee, performance level of the
regular employee, performance level of the contract labour,
perception of general employee about contract labour, management
attitude towards contract labour, impact of contract labourers on
corporate culture.
Collection of data The primary were collected by administering
respective questionnaire from the sample groups of contract labour
covering all the contracts of different departments with a selected
span of age bar which is in between 25 to 40 years of age and general
employee(of same age bar) who are posted at different departments of
the company. Further all the samples have worked for the company
for at least 3 years of service. The management cadre also provided
189
Managing HR in Global Era: Prospects & Challenges
data based on their own logical interpretation and perception over the
issue.
The secondary data were collected from the record kept at the
different departments of the office for the purpose.
Statistical tools The data were analyzed statistically with the help
of frequency distribution & model analysis to fulfill the objective of
the study.
RESULTS AND DISCUSSIONS:
190
Practice of Contract Labor: Its Impact on Corporate Culture
191
Managing HR in Global Era: Prospects & Challenges
show that 82% of them thinks that the Management is very cordial to
them with good behaviour and gesture. At the same time figure 1.3
will show that another 82% of the contract labour thinks that the
regular employees too behaves with good gesture. Again from figure
1.4 it is noted that the working condition of the company is very good
to 18%, good to 55% and fair to balance 27%.
The study was conducted on a sample number of regular employee
selected at random from different departments working in positions to
access the end results. It reveals that 60% of them are well qualified
with graduation or above and 40% passed Madhyamik examination.
They are in general of young age working for 8 hours a day with
overtime for any extra hours of work, enjoy a weekly day off, 25 days
per annum as earned leave and 7 days as Medical leave in addition to
12 days as casual leave. All of them gets bonus in from of ex-gratia
over 8.33% house rent allowance, leave travel concession, medical
allowance as per norms.
Figure 2.1 shows that 80% of them are happy about their financial
benefits while rest 20% prefers to keep their comments reserved.
Attitude of the management towards them is very good to 60% (Fig.
2.2) and good for rest 40% while 80% of them commented that the
working conditions (Fig. 2.3) is good and rest 20% as fair.
The regular employee seems to be very careful while commenting on
the issue like the contract labour is reducing the scope of regular
employee. 80% of them kept their comments reserved while 20%
opined that it is not a matter of fact.
192
Practice of Contract Labor: Its Impact on Corporate Culture
The response was again observed as same to the issue that they will
welcome engagement of more and more contract labour (fig 2.5)
However from figure 2.7 it is observed that 55% of the regular
employee stated to have a fair relationship with their contractual
counterparts while 45% preferred to keep their comment reserve.
Therefore, though the attitude of the regular employee towards the
organization is very good and they are fully satisfied at their place of
work, they are not that much liberal for more and more deployment of
contract labour as there is somewhere a little sense of getting their
employment scope contracted. But it is not al all affecting the
performance level of the organization as the culture itself as the
ability to encompasses such little reservations.
Perception of the managerial workers towards contractual
employees:
It is indeed a matter of fact the Managers own perception shapes the
organizations culture a lot. A study was conducted among the
managerial staff through interviewing method to find out their
assessment about the contract labour.
It is observed that the management is abiding by the rules and
regulation as per statute. They have obtain certificate of Registration
(Form II U/s 18(i) Cettificate by the Principal Employer (Form V U/s
21 (2) maintains Register of Contractors (Form XII U/s 74) ensured
issuance of Employment Card (Form XIV U/s 76) as per the contract
Labour (R & A ) Act, 1970.
193
Managing HR in Global Era: Prospects & Challenges
194
Practice of Contract Labor: Its Impact on Corporate Culture
195
Managing HR in Global Era: Prospects & Challenges
196
Practice of Contract Labor: Its Impact on Corporate Culture
197
Managing HR in Global Era: Prospects & Challenges
198
Practice of Contract Labor: Its Impact on Corporate Culture
Labour (R & A) Act 1970 with a scheme that ensures wages if not
equal to the regular employee should be sufficiently higher than the
minimum wages within a given span of time. The company
experienced such an situation where it is paying the contract labour
much over the minimum wages, rent and allowance like medical
benefits leave ex-gratia at a fixed rate per year a agreed share of profit
earned every financial year leave travel allowance etc. in addition
amenities for the contract labour. This has indeed helped the company
to reach is production vis--vis sales target.
But an in depth study of the data information questionnaires and the
organizational structure and process some probable suggestions like
night shift allowance, loan at an agreed amount, family co-operatives
and time bound training of the contractual workers may be considered
for further developments.
CONCLUSION:
Initially the study was conducted to find out the Practice of contract
Labour and its impact on Corporate Culture- a case study on a Dairy
Industry. Indeed the management proved the existence of its own
healthy corporate culture with an ideal mix of regular employee and
contract labour to equilibrium by adopting a balance approach theory
of labour practice towards them. The study observations are a sort of
eye openers. The contract labours are very parts and parcel of the
company as the regular employees are. They have successfully proved
that the statutory minimum requirements. But accepting the ground
reality of the engagement of the contract labour if those obligations
199
Managing HR in Global Era: Prospects & Challenges
200
Practice of Contract Labor: Its Impact on Corporate Culture
201
IMPACT OF GLOBALIZATION ON ALIENATING
LOCAL IDENTITY - A SPECIAL REFERENCE TO
GEN Y FROM INDIA
John Paul Mennakanti
Abstract
Globalization means intensification or integration of the whole world
to make a global village with global issues likely to be solved with
global efforts due to unhindered flow of technology, trade,
communication, finance, employment and capital, goods, increasing
economic integration, economic openness and interdependence. It is a
death of distance and a step towards one world, one state and one
country. It is believed that the achievements of globalization would
make people all over the globe happy, prosperous and contended and
there would be no conflicts, no poverty and inequality, no violation of
human rights, no malnutrition and no literacy because the integrated
benefits would flow both laterally and vertically to prosper everyone
on the globe but due to wrong planning, corruption, individualism and
accumulation of private property, it has become a sinister process and
depends upon which side of debate one stands.
Globalization has taken the culture of every society into its clutches
especially the youth culture of third world countries posing a serious
threat for local cultures to sustain. Ideologies or mental structures of
youth have taken a new shift and they think in terms of growing
economy. Television/media is arguably the most dominant gateway of
globalization affecting India today and bringing with it far reaching
consumerism besides growing tourist activities and MNCs. Mac
Donalds have spread its wings to each and every corner of the world.
There are four major issues related to identity which develop due to
globalization like development of a bicultural identity, identity
confusion, growth of self selected culture and spread of emerging
adulthood. Western societies do not bother about the deterioration of
norms or identity crisis. They think only in terms of economic gains
202
Impact of Globalization on Alienating Local Identity
and are in search of more and more market. Above all, globalization
gave rise to marginalization or polarization of classes.
Objective of the Paper
The main objective of this paper is
To understand globalizations impact on young generation
especially in developing countries like India.
To explore various adverse effects resulting in extinction
in traditional family life system, work life, fashions and
further economic inequalities caused.
And as a whole crisis of personal identity of ethnicity in developing
countries in the transition process of Globalization are discussed.
Need for the study
Various incidents like suicide attempted by the youth working in
MNCs, family break ups, change in food habits and imbalances in
personal life and annihilation of local traditions and customs made me
to ponder on this topic.
Methodology
The paper is purely a conceptual work. Data is generated from
secondary data sources which include Books, articles, magazines,
internet portals and News paper, personal observations etc.
Introduction
The globalization of culture the effect upon culture of the
increasing connection of the world and its people is perhaps
nowhere more visible than in the changing nature of the relationship
between the worlds youth and their sense of identity (Solomon &
Scuderi 2002:13). It has become commonplace to think of the worlds
youth as that part of the community who are most receptive, or,
alternatively, susceptible to, foreign cultural practices. If childhood
means acceptance, and adulthood means conservatism, youth means
rebelliousness. Youth are seen as the part of society that is most likely
to engage in a process of cultural borrowing that is disruptive of the
reproduction of traditional cultural practices, from modes of dress to
203
Managing HR in Global Era: Prospects & Challenges
204
Impact of Globalization on Alienating Local Identity
205
Managing HR in Global Era: Prospects & Challenges
206
Impact of Globalization on Alienating Local Identity
needed. As Amartya Sen states, Even if the poor were to get just a
little richer, this would not necessarily imply that the poor were
getting a fair share of the potentially vast benefits of global economic
interrelations.
Identity confusion
As local cultures change in response to globalization, most youth
manage to adapt to the changes and develop a bicultural or hybrid
identity that provides the basis for living in their local culture and also
participating in the global culture.
However, for some youth adapting to the rapid changes taking place
in their cultures is more difficult. The images, values, and
opportunities they perceive as being part of the global culture
undermine their belief in the value of local cultural practices. At the
same time, the ways of the global culture seem out of reach to them,
too foreign to everything they know from their direct experience.
Rather than becoming bicultural, they may experience themselves as
excluded from both their local culture and the global culture, truly
belonging to neither. In terms of Eriksons (1950, 1968) theory of
identity formation, we could say that in facing the issue of identity vs.
identity confusion in adolescence, globalization increases the
proportion of young people in non-Western cultures who experience a
state of identity confusion rather than successfully forming an
identity. Eriksons idea of identity confusion has been mostly ignored
in identity research in favor of Marcias (1994) identity status
paradigm, but it is worth reviving for application to the psychology of
globalization.
In rapidly changing cultures, youth may conclude that the worldview
that was part of their cultural tradition is irrelevant to the new global
society they are entering. Worldviews are based on ways of life; as
traditional ways of life change in response to globalization, traditional
worldviews may lack compelling emotional and ideological power for
young people. The decline in the power of collectivism for young
Indians, Japanese and Chinese is a good example of this. At the same
207
Managing HR in Global Era: Prospects & Challenges
time, some youth may have trouble finding meaning in the worldview
that is the basis of the global culture, with its values of individualism
and consumerism. This new worldview is not indigenous to their
culture, and in fact may directly contradict their cultural traditions.
Identity confusion among young people may be reflected in problems
such as depression, suicide, and substance use. A variety of cultures
have experienced a sharp increase in suicide and substance use among
their young people since their rapid move toward joining the global
culture. For example, considering the global impact on third world
countries three investigators in Ivory Coast studied changes in
problems among young people aged 16-20 during the period 1980-91
(Delafosse, Fouraste & Gbobouo, 1993). Using clinical interviews
and data from police and social workers, they reported an increase
over this period in suicide, drug abuse, armed aggression, and male
and female prostitution. The authors of the study attributed the
increase in problems to the conflict young people experienced
between the values of their traditional cultures and the values of the
West. Similar behavior is exhibited in all other developing countries.
Youth and the future of globalization
What will be the future of globalization for todays youth? Although I
have argued that most youth now develop a bicultural identity that
includes both a global identity and a local identity, globalization is
clearly intensifying and the pressure on local cultures to move toward
the global norm is growing (Friedman; Giddens,). Will the entire
world ultimately be integrated into a single global culture, offering
youth only one possible solution to the problem of being
(Latouche), except for those who choose to join a self-selected
culture? None of us can say for sure. Certainly, the pace of
globalization in recent decades has been striking and remarkable;
there is not a single corner of the world that remains untouched and
unaltered by it.
Even if cultures continue to maintain their diversity, it seems
indisputable that the diversity will not be as great as it was prior to
208
Impact of Globalization on Alienating Local Identity
209
Managing HR in Global Era: Prospects & Challenges
210
Impact of Globalization on Alienating Local Identity
offers both benefits and costs, and this means that no single answer to
balancing them will ever persuade all youth in all cultures.
Different balances of individualism and collectivism are reflected in
the practices of the worlds most highly developed economies: the
United States, Canada, the countries of Western Europe, and Japan.
The United States has chosen the balance with the strongest tilt
toward individualism. Americans support individual initiative through
a system of relatively low taxation, a relatively weak regulatory
system, and a relatively weak system of social services, even at the
cost of having a high rate of poverty
Developing countries will likewise choose different balances of
individualism and collectivism as they industrialize and become more
integrated into the global economy. All of them will become more
individualistic as a consequence of globalization, but that does not
mean that their youth will become as individualistic as the United
States or even Western Europe.
Conclusion:
It is perhaps impossible to make any valid generalizations about
young peoples experiences with globalization. The cultural impact of
global economics will be very different in Western Europe, Eastern
Europe and Africa, and indeed within individual countries. As Goran
Therborn states, Globalization takes place in different spatial
historical contexts, providing it with very different meaning and
implications in different parts of the world. The impact of
globalization is still evolving and uncertain, as the transformations
that many countries are undergoing remain incomplete. The only
certainty is that globalization is characterized by increasing market
power, and there is always the danger that such power will be abused.
Overly hasty privatization, unaccountable corporations and
companies, a weakened public sector, and an imbalance between
individual private interests and collective public interests are all
symptoms of globalization that may have a direct or indirect impact
on young peoples lives
211
Managing HR in Global Era: Prospects & Challenges
212
Impact of Globalization on Alienating Local Identity
213
Managing HR in Global Era: Prospects & Challenges
214
DEMYSTIFYING SOCIAL MEDIA: IMPLICATIONS
FOR HR PROFESSIONALS
Prof. A. Suryanarayana
Roshee Lamichhane
ABSTRACT
There is no arguing that Social Media has changed the way people
interact with each other in their personal lives. Today, it is a moot
point to even debate the benefits of social media and social
networking in organizationsenhanced brand reputation, connections
with customers, improved collaboration, spurt in innovation, a boost
to the marketing, and the list can go on. Any business worth the salt
recognizes that social media has strategic value. Deloitte predicts that
by the end of 2013, over 90% of Fortune 500 companies would have
partially or fully implemented an enterprise social network.
Organizations have woken up to the fact that these interactions trigger
new information and insights. Only those entities that are able to
harness this energy to drive business processes and decisions will be
able to transform their organizations. The aim of these new tools is to
enable firms to tap into the collective intelligence of their workforce,
in new and faster ways. We need to remember that the shift to social
media will soon become a practical necessity. For this, companies
need to approach their roll out plans deliberately and involve all
stakeholders. The only surest way to protect business organizations is
to formulate and use a set of highly informed, clearly articulated,
well-communicated, and most acceptable Social Media policies. An
attempt is made in this conceptually rich Paper to demystify Social
Media and throw open the portals to a connected universe that is just
waiting to be tapped. For this purpose, we have chosen to use four
themes and each of them would be discussed in four parts. First part
focuses on the insights and learning that are available from the
success stories of organizations that have implemented their hiring
practices in the new way as a part of their talent acquisition efforts.
Second part tries to showcase the best practices of firms that have
used social media as a new pedagogy of learning and projects the
future of social learning in its evolution. The third part delves into the
essentials of personal branding and communication to make ourselves
relevant to others, in a manner that does justice to our purpose and
215
Managing HR in Global Era: Prospects & Challenges
their need. In the fourth and final part, the Paper shows the road that
lies ahead for the adoption, introduction, and scaling up of Social
Media.
Keywords: Social Media, Talent Management, Social HR,
Crowdsourcing, Gamification, Social Learning, and Personal
Branding.
INTRODUCTION
Social Media comprises of social networks like Facebook,
professional networks like LinkedIn, and information networks like
Twitter that are highly people-centric. All these emerged at a time
when internet penetration is growing exponentially in India. With 67
million users in India and growing at the rate of 52% YoY, smart
phones are now a ubiquitous part of our day, and often the cause of
panic attacks when they run out of battery. We are witness to and are
experiencing things that would have sounded unimaginable and
futuristic, much like a sci-fi movie with unrealistic stunts. There is
already a buzz around Social Media and weve merely seen the tip of
the iceberg. We are indeed in the midst of remarkable times and the
possibilities are limitless. We stand at an interesting juncture where
technology is evolving at a speed that makes it impossible to predict
which mode of interaction would be in two years from now.
Web 2.0 is expected to have enormous potential to change the way
people interact and work, offering HR bountiful opportunities to ride
this wave and actively participate in this revolution. For HR
professionals, the implications are tremendouswe get to impact
culture and engagement at unimaginable speeds and levels of
influence that we never imagined, but always wished for.
Organizations now have access to direct 1-0-1 connect with every
single employee, irrespective of how geographically dispersed they
are or disparate their roles are. This is tailor-made for us to re-invent
our roles and take that much desired seat at the business table. We just
need to figure out how to harness this beast or beauty!
Just a bit of party pooperwhile the opportunity is real, the hype and
mystification is unwarranted. As we delve deeper, we would realize
that at its core, Social Media is about conversations and connections
happening at an infinitely unimaginable scale and speed. Even by
keeping it very simple, we can harness it for terrific business and
216
Demystifying Social Media: Implications for HR Professionals
217
Managing HR in Global Era: Prospects & Challenges
their need. Finally, the fourth part shows the road that lies ahead for
the adoption, introduction, and scaling up of Social Media.
PART-1: TALENT MANAGEMENT (TM) THROUGH SOCIAL
MEDIA
We have entered a new erawhere markets and economies are
volatile and unpredictable, governments and policy unstable, new
businesses emerging and older ones moving into oblivion, business
plans and forecasts going haywire. HR people often find themselves
with questions that have no right answers and they would soon be
realizing that what got them there is not going to get them ahead. The
era they live and operate in has the ability to change, very rapidly, the
way people and organizations are perceived and valued, which can
result in growth or decline, depending on the choices and decisions
they make. Jobsites and recruitment agencies were yesterdays
headlines. Today, hiring through the power of social media and the
key to success for both recruiters and the recruitees lies in their
readiness to adopt Social Media and their Social Media Quotient. We
can draw on and gain from the success stories and learnings of
organizations that have implemented the new way of hiring.
The recruitment landscape in India has evolved immensely in recent
times. Traditionally, the core competency of talent acquisition was
either outsourced or left to chance but the recent foray into online
social communication has created new frontiers. Employers are
moving towards online social and professional networks, not only
look for talent but also to build their employer brand among passive
talent or employees that are the right fit, employees have to be equally
savvy in their ability to communicate online. This section
encapsulates the rise of social media as an effective tool in talent
acquisition across industries.
However, one should remember that new trends are not a replacement
but a useful and additional resource to traditional methods. Building,
aligning, and infusing attractive incentives into new strategies will
ensure a win-win situation. At the end of the day, the challenge lies in
devising and implementing well-thought out TM methods that have
the ability to go viral and yet, from a recruiters standpoint, provide
the ability to measure cognitive abilities of potential candidates. The
art of hiring heavily depends on a clear understanding of new trends,
218
Demystifying Social Media: Implications for HR Professionals
and decoding what exactly these buzz words mean and how they can
be leveraged on a day-to-day basis for hiring needs globally.
If a company is in the leadership quadrant in India and is able to see
great opportunity to grow its presence in the international markets,
with overseas acquisitions, manufacturing outfits and warehouses in
several countries, they can always leverage the power of social
networking to the hilt. In this context, it needs to understand the
challenge as one of finding talent in these countries. For this, it has to
be understood well by local talent. It has to build a framework that
would target specific people with specific information and create a
forum that will help communicate with it well. Business-oriented
social networking sites as the platform are the only solutions that have
the potential to change the game from conservative to viral.
By getting Career Page, a recruitment advert, global seats, and global
job slots, it would be able to put up testimonials, videos, banners, and
updates. This in turn, would help its brand to create a buzz in the
market place, both within and outside India.
For example, Dell approaches talent directly on social media ever
since the advent of the digital age, and has reinforced the emergence
of social media as a critical part of the recruitment and employee
engagement tool kit. When talent acquisition goes the social way,
there is a case for organizations to smartly combine conventional
hiring practices with social recruiting. A time has come to integrate
social media into the broader talent management agenda, beyond just
acquisition and attraction. In the backdrop of growing war for talent at
the marketplace, organizations moving online, attracting todays
Generation Y employee force becomes an imperative and poses a
greater challenge. Keeping in mind the volatile and unpredictable
markets and the economies firms need to re-invent the conservative
hiring strategy of the company. Concepts like crowdsourcing talent to
building an impactful employer brand are engaging the HR
professionals who need to have rich insights on the war for talent to
keep pace with talent pools in unpredictable markets all the more
now.
When firms begin to break the traditional mindset and start looking
beyond, they would be creating talent pipelines that will allow them
to map and stay connected with critical talent, with specific plans to
219
Managing HR in Global Era: Prospects & Challenges
220
Demystifying Social Media: Implications for HR Professionals
221
Managing HR in Global Era: Prospects & Challenges
222
Demystifying Social Media: Implications for HR Professionals
223
Managing HR in Global Era: Prospects & Challenges
For branding to take place, one has to discover him and allowing the
world at large to discover it. The seven steps of building and
leveraging ones personal brand are: (i) believe in yourself, (ii)
discover yourself, (iii) re-invent yourself, (iv) build yourself, (v) let
go of yourself, (vi) renew yourself, and (vii) be yourself. Making
ourselves relevant to others, in a manner that does justice to our
purpose and need is a real tough challenge indeed. Personal branding
is a personal choice, brought alive by many aspects of our behavior,
including how we show up online.
With no effort at all, our connections, comments, engagements, or
lack thereof, matched with our experience, expertise, and skills,
creates a perception that may not represent the true self. To say that
we are living in the age of information overload is to grossly
understate the issue at hand. The rise in the volume of data, while in
and of itself is overwhelming, it is not the core issue. The real
challenge arises from our ability to personally and professionally cope
with living in this information rich and insights poor environment. In
this diverse and overloaded environment, capturing the attention of
relevant other stakeholders powerfully is the real challenge. Creating
organizations that cut through the noise to resonate with the best
talent out there is another such challenge. There is no one or universal
answer to these questions centering on employee engagement, cross
cultural teams, and corporate storytelling and much depends on the
frameworks we adopt to find and define our solutions. We need to
approach these questions from the lens or branding and
communication. And most of the solutions we come across tend to
lean towards creating of personal and professional brands and
challenges of communication in a global and diverse world.
The single best strategy for demonstrating ones value to others is
creating online contentwhether its in the form of blogs, podcasts,
videos, or even a smart Twitter feedit shows he/she is engagedit
shows you are engaged in key discussions and you know what you are
talking about. The new frontier for HR is undoubtedly Big Data
embracing the quantitative and adapting its insights into measurable
performance gains for ones organization. Many HR professionals are
not trained in analytics, but given its growing importance, diving in
now and establishing ones expertise may be a smarter way to stay
224
Demystifying Social Media: Implications for HR Professionals
ahead of the curve. As HR, like much of the business world, is rapidly
changing, every HR professional has to reinvent himself and his
career by projecting the way he wants to be perceived by others. For
this, they need to develop insightful content, take on leadership roles,
and mastering Big Data. That is the best and the only ticket for his
advancement and future professional success.
Part-4: INTRODUCING AND SCALING SOCIAL MEDIA:
THE ROAD AHEAD
For the HR professionals, the challenges are tougher than ever before
and understanding and developing human capital effectively is an area
ripe for research and experimentation. Social Media survives on the
premise of connecting people, ideas, and thoughts and if a
product/solution maintains and builds on the same principle, firms
coming up with them in social media space will definitely find it very
easy to adapt to changing times and technology. If we can showcase
social media products and solutions in this crowded space, we find
virtually a deluge of options centering on employee referrals, staffing,
rewards and recognition, or performance management work streams,
with generous helpings of gamification thrown in. However, HR
professionals need to make some sense of the clutter by evaluating
them on the three principal parameters viz., robustness of the
solutions/products, customer base based on clear value proposition,
and sustainability.
They should also be in a position to change their world while
dabbling with these technologies and ideas. This is still a very
nascent space and the challenge lies not in the tools available in the
market place, but in the willingness of HR people to change and their
mindset. Social Media will not for sure remain a buzz for longit
will be a way companies do business and interact, and should they
continue to do what they did in the email era, they will not be able to
harness the full power and potential of Social Media. There is no
arguing that social networking has changed the way people interact
with each other in their personal lives.
CONCLUDING COMMENTS
There is no arguing that Social Media has changed the way people
interact with each other in their personal lives. It is essential to seek
synergies between the social media strategy and the fabric of daily
225
Managing HR in Global Era: Prospects & Challenges
226
Demystifying Social Media: Implications for HR Professionals
227
A STUDY ON e-HRM: BENEFITS OF ITS
IMPLEMENTATION
Dr. Bharath Kumar Porika
Abstract
This article aims to review current research on electronic Human
Resource Management (e-HRM) and discusses some implications for
future research, which will be focused on comparative analysis of
how social and cultural factors might influence the implementation
and development of e-HRM systems in different countries. Based on a
definition and an initial framework, we analyzed the surveys
conducted in this field as well as the case studies focused on practical
e-HRM applications, the examined topics and the relevant findings.
Another goal of this study is to highlight the gaps between e-HRM
and HRIS (Human resource information system), which refers to ICT
systems used within HR departments We are also interested in
assessing the opportunities provided by Web 2.0 technologies for e-
recruitment, the first field of human resource management to make
extensive use of web-based technology.
Keywords: e-HRM, e-recruitment, web-based technology, Benefits
and Implementation.
INTRODUCTION
In all activities men and resources are involved. For a long time men
or workers were taken for granted. Greater accent was given to
resources, production machinery and top managers. But at present in
the modern large scale production of innumerable products with a
wide market, in the last few decades the importance of human
resources and their development has come to the fore. The importance
of human resources to any organization need not be over-emphasized.
Human resource is the wealth of a nation and an organization. The
development process is wide and varied. In this lesson, let us
understand the importance and concept of Human Resources
Management (HRM). Human resource management, in the sense of
getting things done through people. It's an essential part of every
228
A Study on e-HRM: Benefits of its Implementation
229
Managing HR in Global Era: Prospects & Challenges
230
A Study on e-HRM: Benefits of its Implementation
231
Managing HR in Global Era: Prospects & Challenges
232
A Study on e-HRM: Benefits of its Implementation
233
Managing HR in Global Era: Prospects & Challenges
234
A Study on e-HRM: Benefits of its Implementation
235
Managing HR in Global Era: Prospects & Challenges
236
JOB SATISFACTION OF GOVERNMENT TEACHERS
IN NALGONDA - A STUDY
Ms. Anuradha V
ABSTRACT:
Teachers play a very crucial role in society. A teacher, who is happy
with his job, plays a pivotal role in the upliftment of society. Teachers
who are not satisfied with their job could not be committed and
productive and would not be performing at the best of their capabilities.
Job satisfaction describes how content an individual is with his or her
job. The purpose of this study is to evaluate job satisfaction of teachers
in government schools. It focuses on the relative importance of work
environment and their impact on the overall job satisfaction.
A survey was conducted with a sample of 50 teachers. The teachers job
satisfaction was determined by different factors such as working
conditions, salary, promotion policy, and transfer policy, relationship
with co-workers and superiors and fringe benefits. Likert scale is used in
the questionnaire to collect the responses and Analysis is made by using
statistical methods like percentage and mean. The study finds that the
employees satisfaction is poor with salary and high in the human
relations.
Keywords: Job Satisfaction, Job Dissatisfaction.
INTRODUCTION
Teachers are an essential link in the transmission of educational
opportunity to children. Teacher job satisfaction has, in turn, been tied to
teachers work performance, including teachers involvement,
commitment, and motivation on the job. Teacher commitment may also
be an important factor determining the successful implementation of
educational reforms in schools. The current era of educational reforms
aims to bring about a shift toward more student-centered teaching and
learning, a greater emphasis on critical thinking and the application of
237
Managing HR in Global Era: Prospects & Challenges
238
Job Satisfaction of Government Teachers
239
Managing HR in Global Era: Prospects & Challenges
240
Job Satisfaction of Government Teachers
1 Working conditions 1 7 14
2 35 70
3 2 4
4 5 10
5 1 2
2 Job is boring 1 1 2
2 7 14
3 4 8
4 28 56
5 10 20
3 Access to resources 1 5 10
2 28 56
3 2 4
4 10 20
5 5 10
4 Feedback from Seniors 1 2 4
2 35 70
3 5 10
4 8 16
5 0 0
5 Relationship
Colleagues with 1 2 4
2 33 66
3 7 14
4 8 16
5 0 0
241
Managing HR in Global Era: Prospects & Challenges
6 Organization
Care Development
care for 1 4 8
2 32 64
3 5 10
4 8 16
5 1 2
7 Appreciation for
Achievement 1 7 14
2 23 46
3 6 12
4 10 20
5 2 4
8 Policy
Satisfaction on Transfer 1 6 12
2 22 44
3 7 14
4 15 30
5 0 0
9 Promotion Policy 1 4 8
2 12 24
3 13 26
4 15 30
5 6 12
10 Salary 1 6 12
2 23 46
3 6 12
4 15 30
5 0 0
11 Fringe benefit 1 7 14
2 22 44
3 4 8
4 13 26
5 4 8
12 Additional duties 1 2 4
2 13 26
3 0 0
4 18 36
242
Job Satisfaction of Government Teachers
5 25 50
13 projects
Work on interesting 1 4 8
2 9 18
3 2 4
4 23 46
5 12 24
14 Flexibility in working
hours 1 4 8
2 7 14
3 3 6
4 27 54
5 9 18
15 Suggestion are valued 1 3 6
2 11 22
3 5 10
4 24 48
5 7 14
10
5
0
12 3 4 5 6 7 8 9101112131415
Conclusion:
243
Managing HR in Global Era: Prospects & Challenges
A teacher, who is happy with his/her job, plays a pivotal role in the
upliftment of society. Teachers who are not satisfied with their job could
not be committed and productive and would not be Performing at the
best of their capabilities.
The study was conducted by using primary data and secondary data. It
was concluded that all the teachers are satisfied with the work
environment, resources, appreciations from their superiors, and
relationship between their colleagues and immediate superiors. But the
teachers are dissatisfied with the remuneration, promotion policies,
additional duties, and flexibility in working hours, suggestions are
valued participation in decision making.
244
THE ROLE OF LECTURE METHOD IN
MANAGEMENT EDUCATION
Mr. M. Venkat Ramana Reddy
Abstract:
Lecture Method is one of the oldest and yet the most prevalent
method. In view of its long tradition and the economy of scale it
introduces, it is likely to continue to be used in the foreseeable future.
All efforts have therefore to be made to improve this method. This
paper tells about the variants of lecture method and what steps in
improving the instructional value of the lecture.
Introduction
Lecture Method depends on the subject matter; Lecturing has been
used largely to build up basic theoretical knowledge which must be
gained before practice or participating training will be of any use. The
main drawback of this method is that the students are all passive.
They are just listeners in the class room, while the management
teacher is the sole active person there. As he speaks out, the students
concentrate, or taking down notes rather than on understanding,
assimilating or reacting to what the teacher says. Any slight
distraction makes the student lose track of the theme of a lecture and
indifference can begin.
Before starting the class the lecturer, then is bound to consider his
communication problems. He must study the nature of his students,
adopting his topic to their interests and level of understanding; must
organize his material in the manner most likely to teach effectively,
using aid where appropriate; must plan for variations in his
presentation, including time for questions and discussion which will
involve the students ad reveals what learning in taking instrumental
value of the lecture.
Objective
To prepare new entrant participants for lecture practice by reviewing
the characteristics, uses and limitations of the lecture method, and
245
Managing HR in Global Era: Prospects & Challenges
246
Role of Lecture Method in Management Education
notes are very popular. Lecturers have great responsibility and have to
prepare their lecture notes with great care.
In other extreme versions a student is expected to spend 20% time in
the lecture hall, 20% time in elective classes, 30% of time library
consulting books and journals and 30% time in his own study. In this
method, Lecturers have smaller teaching loads, students have to their
own text books and the library has to be well stocked with journals
and competitive examination books. The first method is economical,
if the object is just to impart some knowledge to the students. The
second version is much better if, the object is to train the students in
learning how to learn. One important principle is that as the students
proceeds to higher classes, he should be given greater responsibility
for learning himself.
Planning the Lecturer
Before starting to prepare your lecturer, you must be able to answer
four basic questions:
Who is your audience? WHO
What is the purpose of your talk? WHY
What is the time available? HOW LONG
What is the subject matter? WHAT
The audience. Who are they? Students. Is their attitude likely to be
friendly? Curious? Indifferent? Hostile(or skeptical)? Know the
characteristics of your students; their background, like and dislike,
cultural features, level and nature of education. Are they used to
listening to lectures? How fast will they be able to take in what you
say? This may also involve their knowledge of language. What does
your student know about the subject? What can you assume that they
know before you start your lecture? It may be helpful to start with a
general discussion or ask questions to get opinions. This approach
will give you some idea about the knowledge of the group and allow
you to make some last minute adjustments if necessary
Purpose of the talk. What is the end result you wish to achieve?
What do you want the audience to do or understand better as a result
247
Managing HR in Global Era: Prospects & Challenges
248
Role of Lecture Method in Management Education
After you have collected enough raw material, the next step is to sort
it into must say, should say and could say categories. What do
you want the students to remember at the end of the lecture? Put your
emphasis on this and narrow down your subject accordingly, also
bearing in mind the time available. At this point you are ready to
recognize your notes into logical order and work out a more detailed
outline, using basic structure:
a) The Introduction which should be brief and to to the point,
presents the theme and objective of the talk in a manner designed to
arouse the interest and curiosity of the students right from the start.
b) In the body of the talk, the main theme is developed in logical
steps so that the most important points will be remembered.
c) The type of Conclusion you will depend largely upon your
objective, but atleast give a brief recapitulation, in different words of
your main points plus some indication of where do we go from here?
The quality of your conclusion on may determine whether you
achieve your over-all objective or not. For this reason, many speakers
learn their conclusions off by heart.
Preparing the Lecture
Draft the talk. Prepare the notes from which you will speak.
Whatever type you use crds, paper sheets they should be easily
readable and sequentially numbered to avoid possible confusion.
Plan and prepare visual aids. Various teaching aids may be
employed to make the lecture more interesting and more easily
assimilated by the students by engaging their sense of sight. These
training aids are double-edged tools that can cut both ways. They can
gain the attention of the students and help to provide information. But
unless they have been carefully selected and designed to support the
lecture, they can actually distract attention from the points that the
lecturer is trying to make. It might be better to use no aids than to
work with the wrong ones.
Rehearse. Rehearsing the lecture is an essential step, even for most
experienced lecturers. This may reveal points at which he is
249
Managing HR in Global Era: Prospects & Challenges
unintentionally unclear, transitions that are made too abruptly for his
listeners to follow, and other errors that can creep into even the best
planned lecture. Since the lecturer knows clearly what he means to
say, he may be wrost judge of whether or not he has clearly said it.
Try out your visual aids, finilising plans for their arrangement,
ensuring that they are readable and clearly visible in the class room.
The chief value of the rehearsal is in familiarizing the lecturer with
his speech. Even experienced lecturers suffer from stage, fright on
occasions. One or two dry runs through a lecture can build a lecturers
confidence in himself and in his material.
Delivering the Lecture
The written word can only be of limited help when it comes to advice
on speaking technique. What is needed is practice followed by
constructive criticism. Some of the essential points to keep in mind
are set forth below.
Setting the Physical arrangements.
Covering the material
Posture
Appearance
Manner.
Be poised
Be courteous
Be Sincere
Establish eye contact with your audience
Any actions and gestures must be natural and
spontaneous
The tone of the voice can be altered to convey
confidence, emotion, emphasis and indignation.
It is best to use everyday language, avoiding slang,
which could be misunderstood, preferring short
familiar words and keeping sentences short.
250
Role of Lecture Method in Management Education
Concluding Remarks
The teaching methodologies in management education program
should consider the views of the practicing teachers and experienced
resource persons in the conduct of training to the lecturers. It helps the
lecturers how to plan, prepare and deliver the lectures with more
efficiently and effectively.
References
1. NCTE. (1999). Teacher Education in Uttar Pradesh, National
Council for Teacher Education, New Delhi.
2. UGC (2002). Tenth Plan of University Grants Commission,
New Delhi: UGC.
3. Stella Antony ad Ganam, A. (2005). Primacy of Teaching in
Assessing Institutional Quality. University News. Vol.43,
No.08 New Delhi, AIU.
4. P.k. Srivastava(2005), Quality Improvement Measures for
Teacher Education, University News, 43(18), May 02-08
2005.
251
EMERGING ISSUES OF GHRM AND EFFECTIVE
UTILIZATION
JayaPrakashNarayana. G
Varadha Raju Komanduru
Shekhar Neelakantam
ABSTRACT
Economic growth around the world is likely to remain below its
potential for several years to come. The current unstable business
environment has resulted in major challenges to which companies
have responded with changes in strategy and operations. The times
are especially tough for human resource professionals. A volatile
economy is a major obstacle in the way of employee promotions,
rewards and retention. In addition to which there is a looming talent
crunch for the next generation of middle and senior leaders at
domestic and global levels. Historically, Human Resources
Management (HRM) has been described as being responsible for the
attracting, recruiting, selecting, training, assessment and
compensation of employees while ensuring compliance with
employment and labor laws. All the functions of Domestic Human
Resources Management (DHRM) are applicable in Global Human
Resources Management (GHRM). GHRM is the synonymous to
International Human Resources Management (IHRM).
INTRODUCTION
Economic growth around the world is likely to remain below its
potential for several years to come. The current unstable business
environment has resulted in major challenges to which companies
have responded with changes in strategy and operations. The times
are especially tough for human resource professionals. A volatile
economy is a major obstacle in the way of employee promotions,
rewards and retention. In addition to which there is a looming talent
crunch for the next generation of middle and senior leaders at
domestic and global levels.
252
Emerging Issues of GHRM and Effective Utilization
253
Managing HR in Global Era: Prospects & Challenges
254
Emerging Issues of GHRM and Effective Utilization
255
Managing HR in Global Era: Prospects & Challenges
256
Emerging Issues of GHRM and Effective Utilization
257
Managing HR in Global Era: Prospects & Challenges
258
Emerging Issues of GHRM and Effective Utilization
259
Managing HR in Global Era: Prospects & Challenges
260
Emerging Issues of GHRM and Effective Utilization
261
OPPORTUNITIES AND CHALLENGES IN HUMAN
RESOURCE MANAGEMENT
Ms. Pooja Gandotra
Mr. Anil Bhat
Human resource management is the management process of an
association's workers, or human resources. It is accountable for
the magnetism, selection, education, training, appraisal, and pleasing of
employees, while also supervising organizational leadership and
customs and certifying compliance with employment and labour laws. In
situation where employees desire and are legally authorized to hold
a collective bargaining agreement, Human resource will also serve as the
company's primary link with the employees' representatives.
It is a product of the human relations movement of the early 20th
century, when researchers began documenting ways of creating business
value through the strategic management of the workers. The purpose
was initially dominated by transactional work, such as payroll and profit
administration, but due to globalization, company consolidation,
technological advancement, and further research, it now focuses on
strategic initiatives like amalgamation and achievements, talent
management, industrial and labour relations, and diversity and insertion.
In beginning, Human resource duties may be performed by trained
professionals. In larger companies, an entire functional group is
typically dedicated to the regulation with staff specializing in various
Human resource responsibilities and functional leadership engaging in
strategic decision making across the business. To train practitioners for
the profession, institutions of higher education, professional
associations, and companies themselves have created programs of study
dedicated openly to the duties of the function.
In the current global work environment, all global companies are
focused on holding the talent and knowledge held by the workforce. All
companies are focused on lowering the employee turnover and
preserving knowledge. New hiring not only need a high cost but also
262
Opportunities and Challenges in HRM
increases the risk of the newcomer not being able to replace the person
who was working in that position before. Human resource departments
also strive to offer benefits that will appeal to workers, thus reducing the
risk of losing knowledge.
Human Resource Management starts with staffing in the organisation
and it can be defined as:
Staffing:
It is defined as the process of filling the positions in an organization
structure through identifying work-force requirements, inventorying
the people available, recruitment, selection, placement, promotion,
appraisal, compensation and training of needed people to carry out the
business activities very effectively.
Staffing should be based on the need of the enterprise operation and
day to day running of the business with out any sort of hindrance. On
the basis of the need, Managers should determine the number and type
of persons to be staffed in the enterprise.
The manager of the firm should develop a strategic staffing plan in
such a way that the working by all in a collective way without the
feeling of overwork. The staffing plan with specification of the
positions / jobs should always thrive to fulfill the set objectives of the
firm.
Once the staffing plan is prepared, the duty of the manager is to
develop the job description (i.e. the work should be performed by the
specific position) in a constructive way so that the qualified people
should think that they should not leave the opportunity of working
with that enterprise.
Organization and staffing go side by side. Staffing starts with
recruitment of personnel. Recruitment starts with specification or
qualifications of individual who will occupy important positions to
carry out the activities of organization.
There are different ways of recruiting the staff.
1. Advertising in news papers
263
Managing HR in Global Era: Prospects & Challenges
2. Recruiting through persons who are already working in the
organization
3. Recruiting through friends
4. Considering the persons who knock at the doors of organization,
etc.
Selection Process:
1. The performance of chosen person on the job is the best criterion.
2. The application of the firm is usually carries information pertaining
to personal data of applicant and his educational background,
training he has undergone, work experience if any, salary history,
special interest of individual if any etc,.
3. An interview will be conducted through which mental alertness,
sense of values, quickness of judging, general orientation,
communication skills, degree of professionalism etc., of the
applicant will be studied. Besides such mental ability of the
individual, language efficiency of persons is also studied.
4. The applicants academic record usually serves a major indicator for
selection process.
5. In highly specialized jobs, the academic record is the best criteria.
6. In the case of managerial positions along with academic record and
leadership qualities communication skills assume greater
significance.
7. The reference letters submitted by the applicant are of some use,
but some managers do not give much importance to such
reference letters because applicant submits such letters which are
with favourable comment from previous organization.
8. Examination of physical fitness of individual is most common in
any organization because no organization will ready to recruit a sick
person.
9. Good organizer selects the person with fairly above average
academic record with extracurricular activities which give rise to a
264
Opportunities and Challenges in HRM
good leadership.
The world is changing. The world of business is changing. Human
resource management is not what it used to be. Developments of the past
three decades have changed the face and practice of business and these
changes have confronted managers with many opportunities and
challenges. Nowhere are these challenges more pronounced than in the
area of HRM (Kramar, 2012).
The various external pressures are having the greatest impact on human
resources management as explained by David S. Weiss. Organizations
are facing quite a few challenges at the present time. Some of them are:
1. Optional competitive forces. New competitive forces are creating
new stress for companies to respond to service and product delivery in
very different ways. These competitive forces place marvellous demands
on companies to embrace technology and alternative relationships,
sometimes with competitors.
2. Buyer hope and values. Now a days buyers have become very
demanding and they expect awareness, quality, and collection of
services, so that the services they receive are total solutions rather than
just parts of the solution. This is creating major challenges for
companies that see themselves as the delivery agents of only one
service. So they to think on that aspect also.
3. Approach to resources. Companies often have great difficulty
responding effectively to these pressures because of the lack of available
resources. As a result, we are seeing very important mergers and
attainments These are driven by the need for both new competencies and
additional resources to meet these external challenges.
There the Human resource management should focus on following
major areas.
1. People processes. It refers to the employment life cycle that
employees engage ongoing aid and support, to when they finally leave.
Human resource managements role is to make sure that there is
brilliance throughout this series. Many of the people processes,
265
Managing HR in Global Era: Prospects & Challenges
particularly in from when they are brought into the corporation
developed, paid and receive the more administrative ones, are now being
done by external providers. However, Human resource is expected to
make sure excellence will continue even if HR is playing a merchant
management role.
2. Managerial processes. This area covers value-added managerial
processes. For example, Human Resource is expected to contribute to
the organization by creating a learning process where people can share
their experiences of what works and what does not work. It is also
expected to enable employees and managers to be more flexible through
the application of technology and self management processes.
3. Trade Alteration: In this area Human resource works at the planned
level. They help the company deal with issues and gain its competitive
position within the marketplace. There are a number of planned
alternatives that Human resource may focus on, such as, managerial
culture, arrangement between business and Human resource, the cost of
the human capital, etc. Typically, most organizations have the
bandwidth to tackle only one or two of the planned issues that are most
pertinent to the organization. The challenge for today's HR then will be
to determine which of the organization's planned initiatives it will
address.
Academics and practitioners have always been confronted with
theoretical and practical challenges in the field of HRM. The early
writings on HRM (Beer, 1984) were undertaken in a world in which
employers were challenging the traditional roles and influence of trade
unions and the role of other outside parties in the regulation of the
employment relationship (Kochan, 1986). Managers were asserting their
right to manage their employees without interference (Hilmer, 1989).
For many years there had been interest in increasing the productivity of
employees, however, during the early years of HRMs evolution, there
was discussion about the contradiction in the processes of HRM. On one
hand the HRM policies were seeking to develop commitment, while on
the other hand, they were using employees in such a way so they
266
Opportunities and Challenges in HRM
contributed explicitly to the achievement of the organisations strategy
and goals (Legge, 1995).
Opinions differ about the extent to which HRM serves different
stakeholders. However, there is consistent agreement that HRM supports
the interests of the owners of organisations, both profit and not for profit
organisations (Kramar, 2011). This focus on business outcomes has been
strengthened by developments such as the policies of the World Trade
Organisation, the deregulation of many economies, the reduction in the
provision of services provided by the governments in many countries
and the increasing competition between countries in product, service and
labour markets.
In general we can say, the challenges faced by employers, corporations
and organisations in the effective management of Human resource
management varied from time to time about the lack of intellectual and
academic Human resource professionals to deal with the demand for
knowledge-work force and encouraging learning and development in the
place of work. The interior and central challenge is the lack of
intellectual HR professionals in developed firms, and this means that
employers viewed Human resource management as a function secondary
perhaps considered it as being of lesser importance. This implication
could lead to the ineffective implementation of management of human
resource activities and increase vagueness and breakdown in efficiently
managing it. The elderly workforce and their positions within the
company also facade a major challenge in terms of developing older
workers to become knowledge workers, particularly with regard to their
levels of education and learning. However, the issue of how Human
resource practitioners handle with an elderly workforce, to develop
knowledgeable and skilled workers to achieve knowledge-worker
status requires further research.
Furthermore, the lack of dedication and commitment towards the
profession can be seen throughout organisations, from top management
to bottom employees. The persons in the top management and
managerial level employees are found to be non - cooperative towards
267
Managing HR in Global Era: Prospects & Challenges
employees. Actually, the nations capacity to face the challenges of
globalization and industrialization of business depends heavily on the
human resources and their management. Organisations have the assets,
knowledge, technology and human resources but as far as the human
resource is concerned, it is the one who can help facing the challenges of
business globalization. Wealth can be generated by efficient
management and so can technology and skill. But the matter to be taken
up is that the human resources are needed to push the organization,
association, society, institute and the nation through the coming
challenges with encouragement, motivation and support.
References:
1. Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q., and Walton,
R.E., 1984, Managing Human Assets, Free Press, New York.
2. Kochan, T., Katz, R.B. and McKersie, R. B., 1986, The
Transformation of American Labour, Basic Books, New York.
3. Hilmer, F., 1989, New Games/New Rules: work in competitive
enterprises, Angus and Robertson, Sydney.
4. Kramar, R., Trends in Australian human resource management;
what next?, Asia Pacific Journal, 2012
5. Legge, K., 1995, Human Resource Management: Rhetoric and
Realities. MacMillan, Business Press. London.
6. Kramar, R., Bartram, T. and De Cieri, H. 2011. Human Resource
Management in Australia. McGraw-Hill, Sydney
7. Haslinda, Abdullah, 2009. Major challenges to the effective
management of human resource: Training and development
activities. The Journal of International Social Research. Vol. 2/8.
8. Archana Verma, 2012. Future HR Challenges in the Era of
Economic Crises. International Journal of Research and
Development - A Management Review. Vol. 1.
268
About the Editor
Rs. 599/