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COVER
STORY
Retention
Through Reward Management
- - K Mallikarjunan
Each
employer should keep his workforce fully satisfied with no
room for disgruntlement. There should be a bunch of other
competitive facilities, including better pay and benefits
like bonuses, etc. Employers should also create a warm atmosphere
and friendly culture at the workplace so that each employee
feels recognized for his performance, appreciated for his
quality of work and rewarded for his share of responsibility.
© 2005 IUP. All Rights Reserved
COVER
STORY
Mentoring
Workforce Through Rewards
- - Radha Mohan Chebolu
Growing
attention towards the adoption of rewards as a catalyst to
boost the performance of employees in modern organizations
places emphasis on the cost-benefit analysis of retention
strategies. For the ultimate result of retaining talent within
the organization, a sense of rewards consciousness has to
be developed. This makes the employees feel good and they
are motivated to move towards the management's objectives.
© 2005 IUP. All Rights Reserved
COVER
STORY
Reward
management
- - E Mrudula
Employee
Retention is a challenging job and a strategic tool in ensuring
competitive corporate performance. Providing training alone
doesn't have a significant impact on retaining employees.
Employers have to recognize employees' performance and encourage
them by way of rewards. This article provides a brief introduction
on employee retention and then goes on to discuss the importance
of reward systems and the different kinds of reward systems
available in today's competitive organizations for attracting
and retaining the talented workforce.
© 2005 IUP. All Rights Reserved
COVER
STORY
Employee
Recognition and Rewards: An Evolving Perspective
- - P Vandana Shajan and V Balakiran
In
today's changing business scenario, organizations are coming
up with innovative reward and recognition programs. Rewards
and recognition, which sound alike, do not mean the same.
They differ in the way in which they are awarded. Recognition
programs should be reviewed from time to time to improve the
ones that are effective.
© 2005 IUP. All Rights Reserved
MENTORING
Mentoring:
An Institution Building Process
- - Rajashree Vyas
Mentoring
is a process that helps a junior person to benefit from the
experience and knowledge of a senior person who plays the
role of a mentor. Usually, this process evolves on its own
in a family or academic environment. It is realized that formalizing
the process of mentoring in a business organization can offer
several benefits. The aim of this paper is to discuss the
practical aspects of mentoring and how it can help in institutional
situations.
© 2005 IUP. All Rights Reserved
RECRUITMENT
Myths
and Realities of Online Recruitment in Indian Context
- - Piyali Ghosh
Internet
technologies have revolutionized the entire process of recruiting,
providing advantages like speed and reduction of recruitment
cycle. Growth of e-recruitment, especially in India, however,
does not imply death for traditional placement agencies. Online
and onsite agencies can establish a synergistic relation by
designing a mix of `click' and `brick'.
© 2005 IUP. All Rights Reserved
COUNSELING
SKILLS
The
Art of Counseling
- - Col. VRK Prasad
Many
time tested methods have been used to improve the performance
of people, out of which counseling is one of the major ones.
Effective persuading to do what is good for the employees
and the organization forms a part of such counseling. Every
managerial leader is expected to possess such talent. For
this, what is required is the right attitude and a strong
will to help people.
© 2005 IUP. All Rights Reserved
GENERAL
MANAGEMENT
Corporate
Culture: Issues in Implementing Cultures in Organizations
- - Saptarshi Purkayastha
The
article carries definitions of corporate cultures, both from
the practitioners' and from the academic point of view. The
impact of corporate culture on the financial performance of
the company is highlighted on the basis of a survey done in
the US. Some common myths regarding corporate culture are
then discussed with emphasis on the differences between implementation
of strategy and corporate culture. The common reasons for
the breakdown of cultures in today's corporate world have
also been discussed. The article concludes with the processes
that corporates need to execute in order to build rich corporate
cultures, both for the long and short-term.
© 2005 IUP. All Rights Reserved
PERFORMANCE
MANAGEMENT
Managing
for Today and Tomorrow: Strategy and the High-performance
Business
- - Michael J May, Patricia Anslinger, Gary A Curtis
High-performance
businesses differentiate themselves in their strategy execution.
Companies with keen industry insights adopt innovative approaches
to growth and know how to extract value from intangible assets.
Companies that focus on core competencies effectively allocate
IT resources and acquire new capabilities through an active
alliances and partnerships policy. Successful M&A and alliance
practitioners have an evolving portfolio that creates and
sustains value over the long-term. An organizational culture
that is adaptive and responsive incorporates a robust strategic
management process and utilizes the full scope of its assets.
© 2005 IUP. All Rights Reserved
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