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.
|