|
COVER STORY
HR Managers as Change Managers
-- K Mallikarjunan
Organizational change is generally called for because of external and internal factors, like competitive forces and consumer patterns (external) and need for reorganization (internal) in the light of changing business environment. To be successful in managing change, the HR team should pick up new perspectives that will encompass not only the conventional HR tasks but also active participation in business matters to the extent of gaining a degree of awareness of the business nuances. Such awareness will enable the HR team to make useful contribution to the adaptive strategies of the corporate towards the changing environment. And HR managers should also develop themselves into capable "change managers" as long as the economy is dynamic and evolving.
© 2008 IUP . All Rights Reserved
COVER STORY
The Strength of HR as a Vehicle for Change
-- Kailash Chandra Diwan Behera
In the present scenario of tough business competition, there is always a need felt for star performers and outstanding personnel, who have the vision to fetch the best results for organization. In this rivalry-filled corporate environment, it will be quite appropriate to acknowledge that only those who believe in achieving the maximum potential with interest and gusto have a winning edge. This article throws light on human resource as an asset and an integral part of a successful organization.
©2008 IUP . All Rights Reserved
COVER STORY
Organizational Change and HR Role
-- T Kiran Kumar
Nowadays, organizations are greatly focusing on their change programs and have become increasingly demanding with regard to performance outcomes. However, change is stressful to employees and affects their work and quality of life, although beneficial to the organization. It is critically important for the leaders to assess the organizational climate prior to the change process. Successful organizations can benefit from meaningful research that can help identify barriers to change within the organization. There has been a rapid advancement in research addressing these issues in the private sector. New policies and procedures that reflect a proactive rather than a reactive management style are being devised as part of a planned-change effort.
© 2008 IUP . All Rights Reserved
RETENTION STRATEGIES
Motivating for Retention
-- William J Rothwell
Motivation is a topic of perennial interest. As organizational leaders begin a "war for talent," they need to consider new ways to motivate people to stay. Since much research indicates that people often make decisions to leave because of how their supervisors treat them, it only makes sense to consider ways of improving managers' treatment of workers. This article focuses on this issue.
©2008 IUP . All Rights Reserved
RETENTION STRATEGIES
Engage Employees to Retain Them
-- Ajay Chandra S
Business environment is becoming increasingly competitive every day and organizations that are able to optimally leverage the capabilities of their employees will gain a definite edge over others. Employees may have hidden talent and potential to make higher contributions that can surprise their leaders. However, all employees may not willingly put the extra effort to accrue more benefits to the organization. Only some employees tend to love their organization so much that they are willing to expend greater effort beyond their call of duty so that the organization benefits. Such emotional connection with the organization/profession is called `engagement' and such employees are termed as more engaged employees. This article provides insights into various practices which can help organizations achieve the highest levels of employee engagement and thus enhance the productivity and performance.
© 2008 IUP . All Rights Reserved
RETENTION STRATEGIES
Philosophy of Motivation : A Strategy to Retain Manpower
-- Kirit N Naik
Like fuel is needed to run a vehicle, motivation is needed to drive action. Motivation to act and/or perform comes on account of some trigger such as cause-objective, curiosity, faith, loyalty, etc. The motivation drivers vary from person to person, from time to time and from situation to situation. While it needs to be admitted that in the case of large organizations involving thousands of people, some degree of uniformity is essential for disciplined policy approach and manageability, it needs to be remembered that a personal touch will go a long way in deeprooting sustainable motivation drivers.
© 2008 IUP . All Rights Reserved
SOFT SKILLS
Body Language and Attitude
-- Shyamola Khanna
Very few people understand the impact of body language on communication. Without opening your mouth, your attitude shows up. Therefore, it is important to understand the ramifications of body language. And it is imperative that you work from the inside out to really understand and make changes in yourself.
© 2008 IUP . All Rights Reserved
SOFT SKILLS
Listening Skills
-- MS Rao
The article focuses on what is the best way of listening. It also comes out with secrets and strategies to listening for both students as well as professionals. At the end, the article concludes that listening is not an inborn trait but a skill that can be acquired by continuous practice and training.
© 2008 IUP . All Rights Reserved
TRAINING AND DEVELOPMENT
Learning : Is it An Art? Or Science? Or Both?
-- Manishankar Chakraborty
The concept of learning has undergone a change. The key to success for any individual, irrespective of his background or profession, is learning. The factors influencing the learning process may have changed with the changing times, but what has remained constant is the fact that there is a synchronized approach between the internal and external environmental factors for the learning process to be a successful one.
©2008 IUP . All Rights Reserved
STRATEGIC HRM
Managing Employees in Knowledge-Intensive Firms : A Paradigm Shift from Personnel Management to HRM
-- Sreekumar P
Information is now regarded as the fifth component of business inputs, the first four conventionally being man, machine, materials and money. Knowledge-intensive firms which strive to create, organize and package knowledge as products and services constantly focus on improving their human capital, mostly contributed by their workers more popularly known as knowledge workers. This article analyzes and compares certain critical HRM strategies with respect to the management of knowledge workers and how the knowledge workers and those who manage them can understand their roles better and contribute to the upgradation of human capital of their firm.
© 2008 IUP . All Rights Reserved
LEADERSHIP
Women in Leadership : A Discussion
- Subhasree Basu Roy
Leadership skill traditionally had a masculine flavor. It was strongly contended that leadership qualities were solely in the male domain. This was further supported by the belief that women themselves were averse to leading an organization. But this proved to be more a myth than a reality. Globalization and the subsequent age of cut-throat competition threw wide open the gateway to corporate leadership positions for women. Research studies and data suggest that women also rose to the occasion and proved their capabilities as business leaders. This article is a conservative attempt to capture a glimpse of the current status of women leaders, their leadership strategies and the yield of such innovation in organizational matrix.
© 2008 IUP . All Rights Reserved
WORKPLACE ISSUES
Job-hopping : Chasing Dreams?
-- Shalini S
Initially with less number of companies, employees generally used to stick to a single parent company until their working years were over and opt for a silent retirement period after that. But this scenario has changed considerably as the last century has seen a slew of companies coming up in industries as diverse as the manufacturing sector to the services sector. And with a booming economy, these companies are hiring skilled manpower on a large scale. Salaries have shot through the roof and this has made the employee become a lot smarter and sharper. This article analyzes the job-hopping phenomenon.
© 2008 IUP . All Rights Reserved
WORKPLACE ISSUES
Once an Employee, Always an Employee?
-- Bani Kochar
As the words of Alan Simpson echo in our ears, they make us realize that integrity like management too has become contextual. Gone is the era of bonded labor. It has become a thing of the past. With the advent of liberalization and entry of multinationals into India, since 1991, there seem to be opportunities galore for the talent pool available at the workplace. Employees continually look for greener pastures and switch to companies where they feel they are rewarded. In a dog-eat-dog world out there, what new methods do the companies adopt and what do they do to hire talent and, more importantly, retain it.
© 2008 IUP . All Rights Reserved
CASE STUDY
Xerox's Turnaround : Anne Mulcahy's `Organizational Change' Sauvik Dhar and Vasanthi Vara
© 2005 IBS case Development Center. All Rights Reserved.
BOOK REVIEW
Leadership Talent in Asia: How the Best Employers Deliver Extraordinary Performance
-- Authors: Micket Bennett and
Andrew Bell Reviewed by TN Ramakumar
The book does not fit the classic notion of an eruditive treatise but the conclusions it throws open are supported by extensive empirical study. The authors ask the readers to consider the following question: "Your company's most valuable assets will walk out of the door, at the end of today. What makes them want to come back tomorrow passionately feeling about contributing to your business?"
© 2008 IUP . All Rights Reserved
|
