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Management
HRM Review

June'04
Regular Features
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Outsourcing: A Challenge to HRM?
50
Outsourcing: The Human Resources Angle
50
Human Resources Outsourcing - An Overview
50
HR Outsourcing: A New Mantra for Companies
50
Perspectives on HR Outsourcing
50
Strategic HRM and the Global Corporate Culture
50
The Two Ps of Excellence
50
Paradigm Shift Within - Moving from Fear to Faith
50
Making Business Sense of Etiquettes
50
Cultural Fit and Job Satisfaction in a Global Service Environment
50
Virtual Teams
50
Learning and Managing Teams
50
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COVER STORY

Outsourcing: A Challenge to HRM?

-- GRK Murty

That was the 16th day of the great "kurukshetra" war. All the heroes retired for the night. Late in the night, Radheya went to Duryodhana's tent and said: "I am superior to Arjuna, but I have no good charioteer. If I have Salya as my charioteer, I am sure to win the war. But you have to coax Salya to offer his services." Embracing his friend Radheya, Duryodhana said: "I will coax Salya to do this, go and rest in peace." On the 17th day morning, Duryodhana went to Salya and said: "I fall at your feet and ask you to grant me a favor. Today, Radheya has to meet Arjuna in the battle. He can easily win if he has a charioteer like Krishna. I ask you most humbly to be the charioteer to my dearest friend Radheya. Salya, the anointed king, was wild with Duryodhana and said: "You are insulting me" and tried to walk out of the assembly. Duryodhana followed him and stood in front of him with folded hands and with tears in his eyes entreated him: "My lord, in this entire world, you are the one person who is far superior to Krishna, and hence, I am asking you to hold the reins of Radheya's horses". After a lot of cajoling, Salya acceded to the proposal. Lo! Talent was in short supply even in those days. And Duryodhana had no option but to outsource it for the day.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

COVER STORY

Outsourcing: The Human Resources Angle

-- Manjeesh K Singh and Andrew Dutta

The article discusses the evolution of business process outsourcing in general, and human resources outsourcing in specific. It further categorizes the hr activities as important and not important, based on which the organization can make an outsourcing decision. The paper also lists the major reasons for outsourcing HR.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

COVER STORY

Human Resources Outsourcing - An Overview

-- Daniel Ashish T

HR Outsourcing (HRO) is the fastest growing subset of the more comprehensive Business Process Outsourcing (BPO) sector. Virtually every company has HR needs, be it small entrepreneurial firms or large multinationals. Almost all businesses can potentially benefit from some kind of outsourcing. But the challenges is to decide which HR process to outsource and which to retain.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

COVER STORY

HR Outsourcing: A New Mantra for Companies

-- Amitabh Kodwani

E-sourcing combines outsourcing and the power of Internet to create exciting new ways to reduce costs, improve customer service and build shareholder value. Michael F Corbett

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

COVER STORY

Perspectives on HR Outsourcing

-- K Mallikarjunan

Globally, the Business Process Outsourcing market has grown deep and wide. There is a lengthy repertoire of services and tasks offered by outsourcing agencies now. HR and IT services form a large part of the business offered. The article looks at various issues involved in outsourcing HR functions.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

STRATEGIC HRM

Strategic HRM and the Global Corporate Culture

-- Ashmita N Rao

A well-defined corporate culture can create an atmosphere that leads to the success of the organization. In order to develop a successful global culture in the organization, HR Professionals will have to utilize various recruiting and training and development techniques to attract the best talent that supports the changing needs of the organization.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

GENERAL MANAGEMENT

The Two Ps of Excellence

-- Nikhil Vohra

In this highly competitive environment, organizations are continuously striving for excellence. There are many factors that can influence an organizations competitive positioning. In this article, the author identifies the two Ps, namely People and Practices, as the key factors that influence an organization's performance.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

GENERAL MANAGEMENT

Paradigm Shift Within - Moving from Fear to Faith

-- Ajit R Telang

The Paradigm Shift Within program (Spiritual Outlook for Management enterprises), conducted over two days, provides participants tools to understand oneself and create self-sustaining measures, thereby deriving energy from inner calm and becoming immune to external disturbances. Spiritual tools imparted during the program are devices to approach naturality.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

CAREER COUNSELING

Making Business Sense of Etiquettes

-- PVL Raju

Business etiquette is a portable business tool that offers valuable advantage in conducting oneself properly in business situations. The toolkit consists of essential things like trust and warmth in human relationships.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

GLOBAL HRM

Cultural Fit and Job Satisfaction in a Global Service Environment

-- J Narasimha Rao

Customer satisfaction and quality of service continue to be vital parts of service organizations to gain competitive advantage in the global marketplace. The article identifies how an individual's organizational culture can affect his/her job satisfaction in the context of a large international service organization.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

EMERGING TRENDS

Virtual Teams

-- Murlidhar Katari

While some modern organizations have established "virtual work teams", which consist of people who are geographically separated and who work across boundaries of space and time using computer-driven communication technologies, it is also true that many organizations remain structured around conventional face-to-face teams. Increasingly, the conventional face-to-face team is endeavoring to increase its productivity by utilizing some of the technology and characteristics of the virtual team. It may not be practical any longer to distinguish between conventional face-to-face teams and virtual teams, due to the invasive nature of technology throughout most modern organizations.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50

ORGANIZATIONAL MANAGEMENT

Learning and Managing Teams

-- K Sridhar

As teams and teamwork continue to grow in popularity, many organizations have set out practical help and guidance in an area few managers/team leaders are trained in. The article cites many of the perceived benefits of teamwork, and identifies its pitfalls. The author proposes three complementary management approaches of managing, coaching and leading to improve the efficiency and effectiveness of teams. In the end, the author lists the trip wires that need to be avoided to enhance the effectiveness of leadership.

© 2004 IUP. All Rights Reserved.

Article Price : Rs.50
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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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