|
COVER
STORY
Employers
Brand: Protecting the Esteem of Employees
- - PVL Raju and Chaitanya
Employee
goals are continuously reflected by the HR policies of the
organization. Employees with high self-esteem are exactly
the types of people that employers need in todays highly
competitive and uncertain global marketplace. Employee self-esteem
has a positive impact on productivity and on inter-personal
relationships within an organization.
©
2006 IUP . All Rights Reserved
COVER
STORY
Making
of Employers Brand: The Relevance of Human Intellect and
Energies
- - Radha Mohan Chebolu
Since
many firms are preoccupied with employee downsizing, pension
cutting and benefit slashing issues in the name of leveraging
the competition, sufficient attention is not being paid for
the management of `organizational credibility from an HR
perspective. As such the making of `employers brand assumes
vital significance by projecting a dynamic vision about the
role played by the human intellect and energy in the process.
The brand-building besides catering to the needs of business
management has proved to be an asset for some of the companies
like `Infosys where the emotional strength of employees is
found to be much higher.
©
2006 IUP . All Rights Reserved
COVER
STORY
Employers
Brand: Image with HR Appeal
- - K Mallikarjunan
Employers
image determines the psychological bond between the employer
and the employee team. Certain superior qualities have to
be cultivated by the employer to command respect, to instill
commitment, to evoke loyalty and to generate trust among the
workforce, particularly with the HR team. In fact, the concept
of `employers brand can be defined as creation, maintenance
and management of an agreeable, trustworthy and progressive
image of the employer with his policies addressing the needs
and the concerns of the employees.
©
2006 IUP . All Rights Reserved
HUMAN
CAPITAL MANAGEMENT
Unlocking
Human Potential through HCM
- - K Vasantha
While
most organizations have employed comprehensive process and
rationale-driven metrics to drive performance, only a more
holistic view of individual engagement in the workplace can
raise organizational energy and deliver a sustained boost
in individual productivity.
©
2006 Adrenalin eSystems Limited. All Rights Reserved.
WORKFORCE
MANAGEMENT
Mature
Age Workers and Their Work Ethic
- - Sumati Reddy
The aging global population has serious implications on
workforce planning, hence HR systems have to be redesigned.
Organizations are waking up to this new reality as they are
faced with issues such as talent crunch and unavailability
of qualified persons to fill positions vacated by those who
are retiring. Some organizations have taken proactive steps
to counter this situation, but the majority are yet to open
their eyes. This article provides a perspective on the work
ethics shared by mature age workers.
©
2006 IUP . All Rights Reserved
PROFESSIONAL
MANAGEMENT
Changing
Frozen Moulds: Women Perspectives
- - SN Soundara Rajan and Veena Yamini
Armed
with a professional qualification, an ambitious dream and
amazing potential, a woman chooses to prioritize social obligations
and bids adieu to a career at the prime of her life. A break
in career was usually considered a handicap and it takes mammoth
efforts to get back into the job sphere again. But, all is
not lost. This frozen mould in which many women can identify
themselves is also changing. `Flexi-plan Interim Managers
would be the new buzzword to help them break the mould.
©
2006 IUP . All Rights Reserved
CAREER
MANAGEMENT
Career
Anchors for Career Management
- - Ramakanta Patra
Choosing
a career, like marrying, is one of the crucial decisions we
make. To choose wisely, we should have the knowledge, judgment,
or self-understanding . Too often, people choose on the basis
of their momentary interests. Or, they simply select their
jobs from the limited number of careers they are familiar
withnot the compatible ones.
©
2006 IUP . All Rights Reserved
GENERAL
MANAGEMENT
The
Pedagogy of Case Method
- - MS Balaji and Sanjit Kumar Roy
In
the modern times, teaching methodology has taken a new dimension.
It has become more participatory in type and it is no longer
unidirectional in nature. It has become a two-way process
where both the teachers and the students have almost equal
roles to play. One such method is `case study where the teacher
plays the role of a facilitator in the process of teaching
and learning. Most of the business schools world over including
India are increasingly using this method of teaching.
©
2006 IUP . All Rights Reserved
CASE
STUDY
Volvos
HR Practices Focus on Job Enrichment
- - Vivek Gupta and Konkanchi Prashanth
©
2004 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
BOOK
REVIEW
Handbook
of Cost Effective Training
- - Tony Newby
©
2005 Kogan Page. All Rights Reserved. IUP holds the copyright for the review. |
