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COVER
STORY
Supporting
Behavioral Change through 360 Degree Appraisal
- - Radha Mohan Chebolu
Organizational
development, which rests on the strength and support of human
element, is catching the imagination of several policy-makers
leading to the promulgation of several techniques and tools
in this direction. The emergence of the 360 degree feedback,
a comprehensive mechanism to know the pulse of the organization,
has got a lot of implications. The scenario that can be predicted
from such an exercise is discussed here in the name of `behavioral
change' by addressing the key issue of management support
to the process.
© 2005 IUP. All Rights Reserved
COVER
STORY
360
Degree Appraisal: A Circular Tool of Assessment
- - K Mallikarjunan
360
Degree Appraisal is based on the feedback of opinions obtained
from all the people around the assessed-employee, i.e., his
peers, his subordinates, the internal and external customers
and, in short, all those who happen to deal with him in the
course of his official functions. The views expressed by the
people in the 360 degrees around him form the very basis of
assessment of the employee's worth and performance. HR experts
believe that such a system of assessing the merit or demerit
of an employee turns out to be more realistic; inasmuch as,
the system either minimizes or eliminates the scope for human
weaknesses, like prejudices, grudges and whims to influence
the outcome of the process.
© 2005 IUP. All Rights Reserved
GENERAL
MANAGEMENT
Human
Resource Scorecard and Organizational Effectiveness
- - Ramakanta Patra
The
need for the value of human resources being shown in the Company's
balance sheet has been very nicely brought out in the following
poem by Webster: "Though your balance sheet is a model of
what balance sheets should be; Typed and ruled with great
precision in a type that all can see; Though the grouping
of the assets is commendable and clear; And the details which
are given more than usually appear; Though investments have
been valued at the scale price of the day; And the auditor's
certificate shows everything O.K.; One asset is omitted, and
its worth I want to know; That asset is the value of the men,
who run the show".
© 2005 IUP. All Rights Reserved
EMPLOYEE
RELATIONS
Management
Style, Organizational Size and Employment Relations
- - Keith Abbott
The
views and values of managers and/or owners have been shown
to be an important ingredient in the type of systems they
chose to apply when dealing with employeeswhether these be
wedded to pluralist or unitarian ideas about the nature of
work and workplace relations, or to collectivist or individualist
ideas about how workers and their representatives should be
regarded. The literature in this area too has typically looked
at this question with little regard for the size or scale
of the organizations in which the systems operate. This paper
disaggregates these views and values by looking at the impact
of various managerial styles on the conduct of employment
relations in differently sized organizations. The discussion
concludes that large organizations confront market conditions
and contain operational contingencies which allow them to
make certain choices about employment relations in ways that
are not always available to small to medium-sized organizations,
and that the same is true in the opposite direction.
© 2005 IUP. All Rights Reserved
GENERAL
MANAGEMENT
Best
Practices in Human Resource Management
- - Sumati Reddy
This
article focuses on the importance of developing
and maintaining best practices within the HRM function. It
is believed that best practices, when applied effectively
within the HRM function, can translate into a number of benefits
for the organization as a whole, and lay the foundation for
developing best practices at the organizational level. This
article includes HR concepts and best practices pertaining
to Strategic Human Resource Management (SHRM), HRM sub-functions,
and employee welfare.
© 2005 IUP. All Rights Reserved
KNOWLEDGE
MANAGEMENT
Challenges
for HR Professionals in the Knowledge-Driven Era
- - Rajashree Vyas
In
this knowledge-driven era, change is the only constant. This
poses challenges for HRM which could start from bringing about
changes in the organization's structure, workplace, knowledge
management as well as negative practices like poaching. All
HRM activities need to be looked at again in order to develop
an environment which fosters growth.
© 2005 IUP. All Rights Reserved
EMERGING
TRENDS
What
We Need Today Are Androgynous Managers
- - K Gayathri Reddy
What
we need today is a `s/he' manager or if you like a `he/she'
manager; in other words, managers who use their emotional
intelligence more than relying on the left side of the brain,
which is the logical and deductive side. This article is based
on the book, The Androgynous Manager: Blending Male and Female
Management Styles for Today's Organizations, 1983, authored
by Alice G Sargent.
© 2005 IUP. All Rights Reserved
CASE
STUDY
KM
Initiatives in India: Key Success Drivers
- - Swati Raman
In
an economy where the only certainty is uncertainty, the one
sure source of competitive advantage is knowledge. When markets
shift, technologies proliferate, competitors multiply, and
products becomeobsolete almost overnight, successful companies
are those that consistently create new knowledge, disseminate
it widely throughout the organization, and quickly embody
it in new technologies and products.
© 2005 IUP. All Rights Reserved
BOOK
REVIEW
Succession
Planning : Insights and Experiences
- - VV Ramani
Retaining
talent requires a considerable amount of planning because
performing people will always seek a clear road map for their
growth. Besides, effective organizations are those which look
into the future and carve out a scenario or perspective. Succession
planning guides the development activities of the executives
and sends the right signals to the internal and external stakeholders.
© 2005 IUP. All Rights Reserved
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