COVER STORY

Organizational Knowledge - The HR framework

-- PVL Raju

The differing levels of knowledge and the abilities in fostering and harnessing it are the main causes for the variation in performance levels of any firm. The HRM practices in an organization are linked with the strategic performance, which should be consistently observed by the HR manager for achieving the organizational goals.

© 2004 IUP. All Rights Reserved.

COVER STORY

Learning Management System - HR Perspectives

-- Radha Mohan Chebolu

An effective Enterprise Learning Management System enhances organizational productivity, competence and knowledge retention, which need to be activated by the HRD in the organizations. In order to facilitate the effective knowledge management in corporates, HR should try to develop new strategies. The concept of continuous learning is the shifting exemplar in HR policies.

© 2004 IUP. All Rights Reserved.

COVER STORY

Harnessing Tacit Knowledge in Organizations

-- Daniel Ashish and S Senthil Kumar

The success of any organization greatly depends on management of knowledge. Such knowledge should be shared among the members of the organization. In this perspective, explicit knowledge is easy to transmit than tacit knowledge. Harnessing tacit knowledge calls for suitable HR interventions in organizations.

© 2004 IUP. All Rights Reserved.

COVER STORY

Knowledge Management and Role of HR

-- GRK Murty

In the recent past, work has shifted from "hands to mind". Peter Drucker once said that organizations of the future would be knowledge-based and would essentially employ specialists who direct and discipline their own performance through organized feedback from colleagues, customers and corporate headquarters. Knowledge management as a concept with people at the center stage has, thus, emerged as a new management tool in the corporate world, which this article proposes to discuss.

© 2004 IUP. All Rights Reserved.

ORGANIZATIONAL BEHAVIOR

Acquisitions and Changes in Employee Attitudes

-- V Ravikanth

Acquisitions often effect harmful attitudinal changes among employees. In this paper, three scenariosa job characteristics change, a work relationships change and a change in the employment contracthas been examined, to understand the outcomes of acquisitions on employees. The first two scenarios assume that job factors and co-worker relationships affect overall employee attitudes. The third scenario assumes that survival behavior is triggered when a threshold for change is reached in an extreme situation such as an acquisition. Employee empowerment, visible supervision, transparent evaluation and open communication can mitigate acquisitions' harmful effects.

© 2004 IUP. All Rights Reserved.

TRAINING AND DEVELOPMENT

Training and Development Through CD-ROMs

-- Sumati Reddy

CD-ROMs have a very special place in training and development. Most learners find their learning experiences incomplete unless the course content is made available to them through multiple media. CD-ROMs offer a rich medium, complete with text, graphics, motions, and audio, which the learners can experience in privacy at their pace and comfort. For the trainers, CD-ROM is a powerful tool in their portfolio of training aids and techniques. Apart from the learner and the trainer, organizations are able to realize business benefits by offering training and development through CD-ROMs.

© 2004 IUP. All Rights Reserved.

TRAINING AND DEVELOPMENT

Designing Effective Employee Training Programs

-- Preeti Pallepati

This article describes the elements of a successful employee training program. It explains the distinction between training and education, along with a discussion of why soft skills training initiatives are less effective than skills-based approaches. The critical role of the training manager in implementing a training program and the important considerations when developing a strategic training plan are also discussed. It also discusses several key factors that determine how employee training programs can best support company profitability.

© 2004 IUP. All Rights Reserved.

GENERAL MANAGEMENT

Group Mind Effectiveness

-- Matthew Webb

A newly recruited person to a job tries to make obvious that he can familiarize himself to the group intention. Group minds form inevitably without the need of our cognizant participation. Teams, which can't synchronize within them, can never play effectively. This article focuses on the impact of group performance in the workplace.

© 2004 The World Mind Society (www.eoni.com/~visionquest). Reprinted with permission.

PERFORMANCE MANAGEMENT

Removing the Barriers to Performance

-- Allan Mackintosh

Lack of proper motivation becomes an obstacle in the ability of a person to perform to his full potential. The manager needs to identify the actual cause of the lack of performance from among his staff and try to rectify the lapse. This article highlights the performance management model helping in reducing the barriers to performance.

© 2004 Performance Management Coaching (www.pmcscotland.com). Reprinted with permission.

GROWTH AND DEVELOPMENT

How to Build a Team Using Vision, Commitment and Trust

Prolific teamwork moves a person towards challenging goals with more confidence. The main focus of team leaders in positioning their goal is on the success rate. In building a team efforta clear vision, perfect planning and the ambiance for trust is necessary. Before reaching the consensus, operative teams undergo a discussion of various viewpoints.

© 2004 Learning Center (www.learningcenter.net.). Reprinted with permission.