This document summarizes a research study on measuring human capital management (HCM) in the IT industry in India. The study aims to determine if IT companies have measurement systems in place to optimize HCM and organizational performance. It reviews literature on measuring HR and human capital. The study measures HCM using 5 parameters (leadership practices, employee engagement, knowledge accessibility, workforce optimization, organizational learning capacity) and 20 factors within those parameters. Data was collected via survey from IT employees. The objectives are to characterize respondents, assess measurement systems, measure HCM value, and analyze correlations between human capital drivers. Results may show the level of focus on HCM among Indian IT firms and their understanding of its importance for knowledge-based industries
A study of corporatization of civic management (1)prj_publication
This document discusses the need to adopt corporate principles in civic management. It notes that ancient Indian cities like Harappa and Mohenjodaro were well developed due to principles of efficiency, effectiveness, and optimal resource use. However, modern civic management lacks professionalism and fails to optimally utilize resources. The paper argues for civic bodies to incorporate corporate objectives focused on issues like working culture differences, converging objectives, and processes. Specific recommendations include long-term city planning, adequate land allocation, improved transportation, efficient water management, and addressing rural-urban migration. The goal is for civic bodies to effectively serve citizens and improve quality of life, like corporate organizations.
This document summarizes a research article from the International Journal of Management that analyzes human resource management practices in the IT sector. The article discusses strategic human resource management and how aligning HR practices with business strategy can help achieve organizational goals. It also covers literature on topics like talent management, training, compensation, and outsourcing human resources functions. The purpose of the study is to examine how retention-oriented compensation and formalized training relate to organizational citizenship behaviors in companies.
The document discusses projections for the recruitment industry in India in 2012 according to industry leaders. It provides opinions from several HR directors and executives who predict that 2012 will see a focus on building niche skills rather than cost optimization, opportunities in specific growth sectors, and continued improvements in the job market in the second half of the year despite economic challenges. Mobile platforms and social media are also expected to play a larger role in recruitment.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
The document discusses employee engagement as a potential weapon for human resources practitioners to use in managing talent amid an intensifying "war for talent" as the nature of jobs and the workforce evolves rapidly with new technologies. It reviews various scholarly definitions of key concepts like talent and employee engagement. The paper argues that employee engagement, which involves emotional attachment to one's job and involvement beyond satisfaction, could be an effective tool for attracting and retaining talented employees who are skilled, competent, and have a proven track record.
This document discusses India's transition to a knowledge economy and the concept of "Human Sigma". Some key points:
1) Human Sigma aims to quantify human satisfaction in organizations, combining proven methods for assessing employee and customer engagement.
2) It recognizes the importance of emotional factors, unlike traditional Six Sigma which focused only on productivity.
3) For India to succeed as a knowledge economy, human and humane management is crucial, making Human Sigma a valuable approach.
The article discusses the challenges faced by HR professionals in establishing their relevance in senior leadership roles. While talent is recognized as important for business competitiveness, CEOs often do not define clear expectations from the HR head. Additionally, HR professionals sometimes distance themselves from business challenges. The article suggests that for HR professionals interested in broader leadership roles, they should plan their career trajectory to develop business skills and make themselves suitable candidates for the CEO role by the time they reach a head of HR position. Exposure to financial, technological and people management skills are now core competencies expected of CEOs.
A study of corporatization of civic management (1)prj_publication
This document discusses the need to adopt corporate principles in civic management. It notes that ancient Indian cities like Harappa and Mohenjodaro were well developed due to principles of efficiency, effectiveness, and optimal resource use. However, modern civic management lacks professionalism and fails to optimally utilize resources. The paper argues for civic bodies to incorporate corporate objectives focused on issues like working culture differences, converging objectives, and processes. Specific recommendations include long-term city planning, adequate land allocation, improved transportation, efficient water management, and addressing rural-urban migration. The goal is for civic bodies to effectively serve citizens and improve quality of life, like corporate organizations.
This document summarizes a research article from the International Journal of Management that analyzes human resource management practices in the IT sector. The article discusses strategic human resource management and how aligning HR practices with business strategy can help achieve organizational goals. It also covers literature on topics like talent management, training, compensation, and outsourcing human resources functions. The purpose of the study is to examine how retention-oriented compensation and formalized training relate to organizational citizenship behaviors in companies.
The document discusses projections for the recruitment industry in India in 2012 according to industry leaders. It provides opinions from several HR directors and executives who predict that 2012 will see a focus on building niche skills rather than cost optimization, opportunities in specific growth sectors, and continued improvements in the job market in the second half of the year despite economic challenges. Mobile platforms and social media are also expected to play a larger role in recruitment.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
The document discusses employee engagement as a potential weapon for human resources practitioners to use in managing talent amid an intensifying "war for talent" as the nature of jobs and the workforce evolves rapidly with new technologies. It reviews various scholarly definitions of key concepts like talent and employee engagement. The paper argues that employee engagement, which involves emotional attachment to one's job and involvement beyond satisfaction, could be an effective tool for attracting and retaining talented employees who are skilled, competent, and have a proven track record.
This document discusses India's transition to a knowledge economy and the concept of "Human Sigma". Some key points:
1) Human Sigma aims to quantify human satisfaction in organizations, combining proven methods for assessing employee and customer engagement.
2) It recognizes the importance of emotional factors, unlike traditional Six Sigma which focused only on productivity.
3) For India to succeed as a knowledge economy, human and humane management is crucial, making Human Sigma a valuable approach.
The article discusses the challenges faced by HR professionals in establishing their relevance in senior leadership roles. While talent is recognized as important for business competitiveness, CEOs often do not define clear expectations from the HR head. Additionally, HR professionals sometimes distance themselves from business challenges. The article suggests that for HR professionals interested in broader leadership roles, they should plan their career trajectory to develop business skills and make themselves suitable candidates for the CEO role by the time they reach a head of HR position. Exposure to financial, technological and people management skills are now core competencies expected of CEOs.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
HRA Practises and its Effect on the Business Organisationsijtsrd
Human resource accounting it is the process of identifying, measuring the data about human resource. It is highly complicated in the today's market find well knowledge, coached and highly motivated people. But human resource is most important in any organization for work in efficiency and to effective work of human with the machine efficiency. And it is worth and capital investment. It is helps to invest the investors of the company. The article highlights the significance of human resource valuation and methods to measure the human assets value. The article depicts the advantages of the human resource accounting. Prof. Rekha D. M | Pavithra G R ""HRA Practises and its Effect on the Business Organisations"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23877.pdf
Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/23877/hra-practises-and-its-effect-on-the-business-organisations/prof-rekha-d-m
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
An analytical study on a factors affecting employee retention in it industry ...iaemedu
This document discusses factors affecting employee retention in the IT industry in India. It begins by providing background on the growth and importance of the Indian IT industry. It then discusses the challenges of retaining knowledge workers in the industry. High attrition rates are expensive for companies as they lose skilled employees and institutional knowledge. The document identifies retention of top talent as important for companies through effective talent management strategies. It aims to analyze crucial retention factors and their impact on employees at a major Indian IT company.
An analytical study on a factors affecting employeeiaemedu
This document analyzes factors affecting employee retention in the IT industry in India. It discusses the importance of retaining employees for organizational success and addresses challenges in the industry such as high attrition rates. The document reviews various theories on employee motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory. It identifies critical factors for retention like compensation, training, promotion, recognition, work-life balance programs, and more. A case study analysis of a survey at a major IT company found that salary increases and job promotions were the most important factors for improving employee retention.
This document summarizes an Indian HR magazine called Human Capital that has been published since 1997. It has over 65,000 readers who are primarily HR decision makers. The magazine contains stories, features, interviews and case studies offering insights from opinion leaders. It also includes thought-provoking insights from CEOs on human capital issues and debates between HR professionals on controversial topics. Subscriptions provide access to over 1,200 past articles as a training resource.
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
The document discusses how lessons can be learned from history, including military history, and applied to human resources management. It provides examples of how military strategies and concepts from Sun Tzu's book The Art of War can inform human resources practices. Specifically, it draws parallels between managing an organization's human capital and directing an army. Key lessons that can be translated include the importance of clear communication, leadership, talent acquisition and retention, information management, and strong people management. The document argues that properly understanding these historical strategies can help organizations achieve competitive advantage through effective human resources practices.
This document provides an overview of Big Bazaar, an Indian retail company. It discusses Big Bazaar's formats which include hypermarkets, supermarkets, and seamless destination malls. As India's leading retailer, Big Bazaar operates over 12 million square feet of retail space across over 1000 stores in 71 cities. It employs over 35,000 people. The company's goal is to blend aspects of traditional Indian bazaars with modern retail approaches like choice, convenience and quality.
The changing face of the Hrm function presentationCristina Novelo
The document discusses the evolution of the human resource management (HRM) function and managing human capital and knowledge. It traces the changing roles of HRM from welfare departments to strategic contributors that manage knowledge and human capital. It also discusses key challenges for HRM like employer branding, increasing legislation, and motivation/retention. For the tourism and hospitality industry specifically, it notes challenges like high labor turnover, poor training, and discrimination. The document emphasizes the importance of accurately measuring human capital and intellectual capital as drivers of competitive advantage. It also discusses concepts like empowerment, corporate culture, and the characteristics of service-based organizations.
The changing face of the hrm function presentation1Rick Herrera
The document discusses the evolution of the human resource management (HRM) function and managing human capital and knowledge. It traces the changing roles of HRM from welfare departments to strategic contributors that manage knowledge and human capital. It also discusses key challenges for HRM like employer branding, increasing legislation, and motivation/retention. For the tourism and hospitality industry specifically, it notes challenges like high labor turnover, poor training, and discrimination. The document emphasizes the importance of accurately measuring human capital and intellectual capital as drivers of competitive advantage. It also discusses concepts like empowerment, corporate culture, and the characteristics of service-based organizations.
Employee Satisfaction and Service Quality: Is There Relations?CSCJournals
Studies on the relationship between employee job satisfaction and performance have controversy. The Howthorne Studies conducted in 1930 was conducted to test the effect of job attitudes on performance. In the study it was found that a happy employee is a productive employee (Saari & Judge, 2004). Although many previous studies and support from the Social Exchange Theory states that employee job satisfaction affects the service quality, but the impact of employee job satisfaction on service quality can not be detected. This research was conducted in three private hospitals in Central Java with a self-assessment by 134 employees who assess employee job satisfaction and customer-assessment by 134 customers who assess the service quality it receives as a measure of the performance of a service company. The relationship between two variables is discussed.
training motivasi,
pelatihan sdm,
manajemen sumber daya manusia,
materi motivasi,
pelatihan,
materi training motivasi,
pelatihan karyawan,
pelatihan manajemen,
pelatihan wirausaha,
training karyawan,
corporate training,
pengembangan sdm,
pelatihan kewirausahaan,
manajemen pelatihan,
training untuk karyawan,
pelatihan softskill,
pelatihan human capital,
pelatihan periapan purna,
The document summarizes a research article about mergers and acquisitions in the Indian banking industry, specifically focusing on ICICI Bank Ltd. It discusses ICICI Bank's acquisition of nine other financial firms to facilitate its growth. The article is divided into four parts: 1) an introduction to mergers and acquisitions, 2) ICICI Bank's historical background and acquisitions, 3) a detailed discussion of each acquisition, and 4) a conclusion on the importance of strategic planning for mergers. A literature review examines factors important for managing mergers effectively such as communication, corporate culture, stress, and human resource issues.
This document summarizes literature on conceptual frameworks for measuring service quality. It discusses how existing tools like SERVQUAL have limitations and may not fully capture service quality across all industries. The document proposes that industry-specific instruments are needed to accurately measure customer perceptions of service quality within a given context. A conceptual model is presented indicating that identifying relevant quality dimensions for an industry and measuring customer perceptions along those dimensions can help organizations better understand customer satisfaction. Empirical testing of the model in different service sectors is suggested.
IRJET-Applications Of Social Media Analytics In Designing An Effective Market...IRJET Journal
Adarsh A, Astha Bhawsinka, Anuja Thakur "Applications Of Social Media Analytics In Designing An Effective Marketing Strategy.", International Research Journal of Engineering and Technology (IRJET), Vol2,issue-01 March 2015. e-ISSN:2395-0056, p-ISSN:2395-0072. www.irjet.net
Abstract
Social Media Analytics (SMA) is the emerging technique by which one can extract information from the unstructured data taken from various social media platforms to improve business, marketing, sales, etc. Social media is not just a marketing media, it has multiple touch-points in an organization such as customer service, sales, and human resource management. By using this information companies can keep proactive watch on the market sentiments and take preventive and corrective actions in real-time to boost their brand image, and therein, keep ahead of competition by winning customer loyalty. The detailed research analysis in marketing context using SMA is not evident in the literature, and also the results revealed that the effectiveness of marketing strategy can be increased exponentially by using SMA. This paper explains how SMA can be used at each stage to design an effective marketing strategy
Corporate social responsibilty towards women empowerment in india 2prjpublications
This document discusses corporate social responsibility (CSR) and women's empowerment in India. It defines CSR as business practices that consider social and environmental impacts, and benefit customers, shareholders, and local communities. Women's empowerment is described as creating an environment where women can make independent decisions and achieve equality. The document then gives examples of CSR programs in India that aim to empower women, such as education initiatives, healthcare programs, and volunteer assistance. However, it notes that many such programs take a welfare approach rather than involving women as partners in their own development.
A study on effectiveness of cause related marketing [crm] as a strategic phil...IAEME Publication
This document discusses a study on the effectiveness of cause-related marketing (CRM) as a strategic philanthropy strategy in terms of brand popularity and sales. The study aims to understand the impact of CRM compared to other strategies like sales promotions and sponsorships. It provides background on CRM and discusses literature related to brand attitudes, purchase intention, sales promotions, and sponsorships. The literature review indicates that CRM may be more effective than other strategies at positively influencing consumer attitudes toward brands and stimulating purchase intention.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
This document discusses the importance of strategic human resource management (SHRM) in expanding drivers of team learning. It begins with an abstract that outlines how SHRM provides avenues to promote team learning but its significance in expanding team learning has not been fully emphasized. The document then reviews literature on SHRM and its importance in nurturing team learning behavior among diverse workforces to develop learning organizations and sustain knowledgeable employees. Finally, it discusses how SHRM practices can help develop learning organizations by retaining emotionally intelligent knowledge workers and fostering team learning and effectiveness.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
HRA Practises and its Effect on the Business Organisationsijtsrd
Human resource accounting it is the process of identifying, measuring the data about human resource. It is highly complicated in the today's market find well knowledge, coached and highly motivated people. But human resource is most important in any organization for work in efficiency and to effective work of human with the machine efficiency. And it is worth and capital investment. It is helps to invest the investors of the company. The article highlights the significance of human resource valuation and methods to measure the human assets value. The article depicts the advantages of the human resource accounting. Prof. Rekha D. M | Pavithra G R ""HRA Practises and its Effect on the Business Organisations"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23877.pdf
Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/23877/hra-practises-and-its-effect-on-the-business-organisations/prof-rekha-d-m
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
An analytical study on a factors affecting employee retention in it industry ...iaemedu
This document discusses factors affecting employee retention in the IT industry in India. It begins by providing background on the growth and importance of the Indian IT industry. It then discusses the challenges of retaining knowledge workers in the industry. High attrition rates are expensive for companies as they lose skilled employees and institutional knowledge. The document identifies retention of top talent as important for companies through effective talent management strategies. It aims to analyze crucial retention factors and their impact on employees at a major Indian IT company.
An analytical study on a factors affecting employeeiaemedu
This document analyzes factors affecting employee retention in the IT industry in India. It discusses the importance of retaining employees for organizational success and addresses challenges in the industry such as high attrition rates. The document reviews various theories on employee motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory. It identifies critical factors for retention like compensation, training, promotion, recognition, work-life balance programs, and more. A case study analysis of a survey at a major IT company found that salary increases and job promotions were the most important factors for improving employee retention.
This document summarizes an Indian HR magazine called Human Capital that has been published since 1997. It has over 65,000 readers who are primarily HR decision makers. The magazine contains stories, features, interviews and case studies offering insights from opinion leaders. It also includes thought-provoking insights from CEOs on human capital issues and debates between HR professionals on controversial topics. Subscriptions provide access to over 1,200 past articles as a training resource.
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
The document discusses how lessons can be learned from history, including military history, and applied to human resources management. It provides examples of how military strategies and concepts from Sun Tzu's book The Art of War can inform human resources practices. Specifically, it draws parallels between managing an organization's human capital and directing an army. Key lessons that can be translated include the importance of clear communication, leadership, talent acquisition and retention, information management, and strong people management. The document argues that properly understanding these historical strategies can help organizations achieve competitive advantage through effective human resources practices.
This document provides an overview of Big Bazaar, an Indian retail company. It discusses Big Bazaar's formats which include hypermarkets, supermarkets, and seamless destination malls. As India's leading retailer, Big Bazaar operates over 12 million square feet of retail space across over 1000 stores in 71 cities. It employs over 35,000 people. The company's goal is to blend aspects of traditional Indian bazaars with modern retail approaches like choice, convenience and quality.
The changing face of the Hrm function presentationCristina Novelo
The document discusses the evolution of the human resource management (HRM) function and managing human capital and knowledge. It traces the changing roles of HRM from welfare departments to strategic contributors that manage knowledge and human capital. It also discusses key challenges for HRM like employer branding, increasing legislation, and motivation/retention. For the tourism and hospitality industry specifically, it notes challenges like high labor turnover, poor training, and discrimination. The document emphasizes the importance of accurately measuring human capital and intellectual capital as drivers of competitive advantage. It also discusses concepts like empowerment, corporate culture, and the characteristics of service-based organizations.
The changing face of the hrm function presentation1Rick Herrera
The document discusses the evolution of the human resource management (HRM) function and managing human capital and knowledge. It traces the changing roles of HRM from welfare departments to strategic contributors that manage knowledge and human capital. It also discusses key challenges for HRM like employer branding, increasing legislation, and motivation/retention. For the tourism and hospitality industry specifically, it notes challenges like high labor turnover, poor training, and discrimination. The document emphasizes the importance of accurately measuring human capital and intellectual capital as drivers of competitive advantage. It also discusses concepts like empowerment, corporate culture, and the characteristics of service-based organizations.
Employee Satisfaction and Service Quality: Is There Relations?CSCJournals
Studies on the relationship between employee job satisfaction and performance have controversy. The Howthorne Studies conducted in 1930 was conducted to test the effect of job attitudes on performance. In the study it was found that a happy employee is a productive employee (Saari & Judge, 2004). Although many previous studies and support from the Social Exchange Theory states that employee job satisfaction affects the service quality, but the impact of employee job satisfaction on service quality can not be detected. This research was conducted in three private hospitals in Central Java with a self-assessment by 134 employees who assess employee job satisfaction and customer-assessment by 134 customers who assess the service quality it receives as a measure of the performance of a service company. The relationship between two variables is discussed.
training motivasi,
pelatihan sdm,
manajemen sumber daya manusia,
materi motivasi,
pelatihan,
materi training motivasi,
pelatihan karyawan,
pelatihan manajemen,
pelatihan wirausaha,
training karyawan,
corporate training,
pengembangan sdm,
pelatihan kewirausahaan,
manajemen pelatihan,
training untuk karyawan,
pelatihan softskill,
pelatihan human capital,
pelatihan periapan purna,
The document summarizes a research article about mergers and acquisitions in the Indian banking industry, specifically focusing on ICICI Bank Ltd. It discusses ICICI Bank's acquisition of nine other financial firms to facilitate its growth. The article is divided into four parts: 1) an introduction to mergers and acquisitions, 2) ICICI Bank's historical background and acquisitions, 3) a detailed discussion of each acquisition, and 4) a conclusion on the importance of strategic planning for mergers. A literature review examines factors important for managing mergers effectively such as communication, corporate culture, stress, and human resource issues.
This document summarizes literature on conceptual frameworks for measuring service quality. It discusses how existing tools like SERVQUAL have limitations and may not fully capture service quality across all industries. The document proposes that industry-specific instruments are needed to accurately measure customer perceptions of service quality within a given context. A conceptual model is presented indicating that identifying relevant quality dimensions for an industry and measuring customer perceptions along those dimensions can help organizations better understand customer satisfaction. Empirical testing of the model in different service sectors is suggested.
IRJET-Applications Of Social Media Analytics In Designing An Effective Market...IRJET Journal
Adarsh A, Astha Bhawsinka, Anuja Thakur "Applications Of Social Media Analytics In Designing An Effective Marketing Strategy.", International Research Journal of Engineering and Technology (IRJET), Vol2,issue-01 March 2015. e-ISSN:2395-0056, p-ISSN:2395-0072. www.irjet.net
Abstract
Social Media Analytics (SMA) is the emerging technique by which one can extract information from the unstructured data taken from various social media platforms to improve business, marketing, sales, etc. Social media is not just a marketing media, it has multiple touch-points in an organization such as customer service, sales, and human resource management. By using this information companies can keep proactive watch on the market sentiments and take preventive and corrective actions in real-time to boost their brand image, and therein, keep ahead of competition by winning customer loyalty. The detailed research analysis in marketing context using SMA is not evident in the literature, and also the results revealed that the effectiveness of marketing strategy can be increased exponentially by using SMA. This paper explains how SMA can be used at each stage to design an effective marketing strategy
Corporate social responsibilty towards women empowerment in india 2prjpublications
This document discusses corporate social responsibility (CSR) and women's empowerment in India. It defines CSR as business practices that consider social and environmental impacts, and benefit customers, shareholders, and local communities. Women's empowerment is described as creating an environment where women can make independent decisions and achieve equality. The document then gives examples of CSR programs in India that aim to empower women, such as education initiatives, healthcare programs, and volunteer assistance. However, it notes that many such programs take a welfare approach rather than involving women as partners in their own development.
A study on effectiveness of cause related marketing [crm] as a strategic phil...IAEME Publication
This document discusses a study on the effectiveness of cause-related marketing (CRM) as a strategic philanthropy strategy in terms of brand popularity and sales. The study aims to understand the impact of CRM compared to other strategies like sales promotions and sponsorships. It provides background on CRM and discusses literature related to brand attitudes, purchase intention, sales promotions, and sponsorships. The literature review indicates that CRM may be more effective than other strategies at positively influencing consumer attitudes toward brands and stimulating purchase intention.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
This document discusses the importance of strategic human resource management (SHRM) in expanding drivers of team learning. It begins with an abstract that outlines how SHRM provides avenues to promote team learning but its significance in expanding team learning has not been fully emphasized. The document then reviews literature on SHRM and its importance in nurturing team learning behavior among diverse workforces to develop learning organizations and sustain knowledgeable employees. Finally, it discusses how SHRM practices can help develop learning organizations by retaining emotionally intelligent knowledge workers and fostering team learning and effectiveness.
This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
Employee spirituality and job engagement a correlational study across organi...prjpublications
This study examines the relationship between employee spirituality and job engagement across organizational hierarchies. It measures the spiritual levels and engagement of employees at a manufacturing organization in India. The study aims to correlate employee spirituality scores with engagement levels to determine if higher spirituality impacts engagement. It hypothesizes that the effect of spirituality on engagement increases at higher hierarchical levels. Survey data on spirituality, engagement, and tenure is collected and analyzed to validate these relationships.
This document discusses a study examining the impact of strategic human resource management (SHRM) practices on achieving organizational goals in public sector companies in India. It summarizes previous research linking SHRM practices like internal career ladders, formal training, performance appraisals, employment security, employee participation, broad jobs, and performance-based compensation to organizational effectiveness. The study uses survey data from public sector companies in New Delhi to analyze the relationship between perceptions of these SHRM practices and measures of how well organizations achieve their goals and objectives. The results show a weak relationship, with SHRM practices explaining less than 3% of the variance in outcome assessments.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
An informed consent training program was developed at the National Institute of Mental Health (NIMH) Intramural Research Program to improve the informed consent process. The training program consisted of a 24-minute video demonstrating effective communication techniques during an informed consent discussion, and a didactic presentation covering regulatory requirements. Thirty-four physicians and eighty nurses participated in the training and completed pre- and post-tests to assess knowledge gained. Both groups showed a statistically significant increase in scores from the pre-test to the post-test, indicating the training improved understanding of informed consent requirements and communication skills. The training emphasized conveying information through clear language, building rapport, allowing time for questions, and ensuring a private environment for the discussion.
The document discusses human resource management systems (HRMS) and the benefits they provide to organizations. It outlines how HRMS can help automate core HR functions like benefits administration, payroll processing, recruitment, and training. This increases efficiency, reduces costs associated with benefits and compliance, and improves strategic decision making by providing analytical reporting. HRMS solutions can help address challenges in areas like talent management, compliance, and retaining skilled employees. Overall, adopting an HRMS leads to increased productivity, lower costs, and a quicker return on investment for businesses.
Measures for improving teachers’ motivation in technical education fieldIAEME Publication
This document discusses measures for improving teacher motivation in technical education. It proposes establishing an Academic Administration/HR department to handle non-teaching tasks so teachers can focus on teaching and research. The department would conduct performance appraisals of teachers and staff based on student and peer feedback, and provide development programs. It would also organize faculty training workshops, prepare reports, and disseminate information on conferences. The goal is to evaluate and reward high-performing teachers while helping underperformers improve, in order to retain talented educators.
The letter confirms that Lalatendu Jena has been a reviewer for the International Journal of Human Resource Management. Professor Dave Lepak, the Senior Editor of the journal, states that Jena has reviewed for the publication. The International Journal of Human Resource Management is published by Routledge and edited by Professor Dave Lepak.
This document summarizes a research paper that analyzes the impact of various human resource management (HRM) practices on employee retention in the banking sector in India. It first defines key HRM practices like human resource planning, recruitment and selection, training and development, performance appraisal, career planning, welfare activities, and promotions/transfers. It then discusses factors that influence employee retention such as organizational climate, job satisfaction, employer reputation, and commitment. The document aims to explore how implementing effective HRM practices can help banks better retain talented employees in a competitive environment.
Evaluation of factors influencing human resource branding inIAEME Publication
This document discusses a study that evaluated factors influencing human resource branding in organizations in the Czech Republic and Slovak Republic. The study was conducted through surveys of 109 organizations in the Czech Republic and 340 organizations in the Slovak Republic. The surveys examined how seven factors identified by Deshpande (2010) - including reputation, culture, recruitment/orientation, pay and benefits, work/life balance, leadership/management, and performance management/growth and development - impacted human resource branding in the two countries. The results found some differences in how these factors influenced human resource branding between the Czech Republic and Slovak Republic, such as internal recruitment practices and factors impacting employee satisfaction. Overall, the study provides insight into human resource branding in the
Human resource hr practices and employees job satisfaction focus on a public inIAEME Publication
This document discusses a study that examines the relationship between human resource (HR) practices and employee job satisfaction at the Obuasi Municipal District Assembly in Ghana. The study analyzed how career development, employee promotion, employee recognition, and job design as HR practices relate to job satisfaction. A survey was administered to 200 employees to assess these relationships. The results found that career development and employee promotion were negatively correlated with job satisfaction, while employee recognition and job design were positively correlated with job satisfaction. The document recommends further research to better predict how these HR practices influence job satisfaction and to examine other practices such as compensation.
It’s high time to come to terms with hcm – the superset of hrm!prj_publication
This document summarizes a research study on measuring human capital management (HCM) in the IT industry in India. The study uses a measurement tool developed by Laurie Bassi and Daniel McMurrer that evaluates HCM across five parameters: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacity. Each parameter contains four related factors. The study collected data from IT industry employees using a questionnaire to measure responses to statements related to the 20 factors. The objectives were to understand respondent demographics, determine if their organizations measure HCM, measure overall HCM value, and analyze correlations between HCM parameters. The study aims to help organizations better optimize HCM and performance through quantitative measurement.
Role of human intelligence and information technology in retaining intellectualIAEME Publication
This document discusses methods for valuing and retaining intellectual capital, specifically human capital, within information technology organizations. It proposes that employees should be evaluated based on their competencies in domains like domain expertise, technology skills, project management, initiative, and leadership. By assigning values to each competency, an employee's total value can be calculated. If this data is tracked over time, organizations can better understand the financial impact of employee turnover, especially for high-value employees. The document suggests this approach could help organizations structure compensation and retention efforts more effectively to maximize human capital.
The document discusses the role of human resources in mergers and acquisitions. It outlines that HR helps determine if the cultures of the merging companies are compatible. It also discusses how HR assesses benefits structures and identifies any potential problems. Additionally, the document notes that HR helps address employee concerns about changes and uncertainty from the merger. Finally, it states that HR communicates changes to reporting structures, roles, and job descriptions as the organizations are integrated.
Human resource management practices in multinational companies a case study iIAEME Publication
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HUMAN RESOURCE MANAGEMENT PRACTICES IN MULTINATIONAL COMPANIES-A CASE STUDY I...Kimberly Williams
This document summarizes a research paper on human resource management practices in multinational IT companies in India. The paper studies HR practices in companies with CMM level 5 certification and compares practices across companies like TCS, Infosys, Wipro and HCL Technologies. The major findings are that the main challenges for HR personnel in the IT industry are recruitment and retention of employees, training challenges, career development, and employee retention. Keywords discussed are employee training, retention, HR management, performance appraisal, and recruitment and selection.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
This document summarizes a research paper on the challenges of implementing electronic human resource management (e-HRM) systems in software organizations. It defines e-HRM and traces its evolution before discussing the goals, types, and challenges of e-HRM implementation. It provides suggestions for a successful implementation, including addressing employee and organizational issues. The document also outlines advantages like lower costs and improved reporting. It concludes that e-HRM can improve management if implemented carefully while addressing challenges.
The document provides an overview of HR shared services and how it enables HR transformation. It discusses how HR shared services involves transitioning administrative HR roles to a specialist function in order to allow HR to focus more on strategic activities. Setting up an HR shared services center aims to reduce costs, increase quality, and drive efficiency through process standardization, centralization, and leveraging expertise. Outsourcing transactional HR activities to a shared services center can deliver cost savings, access to skills and technology not otherwise available, improved governance, risk management and operating performance with commitments to on-time delivery.
Study of Human Resource Accounting Practicesiosrjce
Human Resource Accounting (HRA) was introduced in 1980s, it is the process of identifying,
communicating, and measuring data about human resources. It is highly complicated in today’s market to find
well knowledge, and highly motivated people. But Human Resource is one of the most important operations for
any organization or business. Without the human involvement can lose its efficiency in work, and all the areas
of business and levels human efficiency is required with machine efficiency. Thus companies have to recognize
and appreciate the value of their employees. It is worth and capital investments. The objective of this paper is to
study the Human Resources Accounting practices, to identify challenges and issues, and to give suggestions
based on the findings of the study.
This document discusses how integrating information technology (IT) can enhance the effectiveness of human resource (HR) functions. It begins by noting that technology is reshaping business and competition requires greater utilization of technology. The document then examines the relationship between HR and IT, arguing that integrating the two can create competitive advantages for organizations. It provides examples of how some companies have successfully integrated HR and IT strategies. Overall, the document advocates for HR professionals to better understand the relationship between HR and IT and leverage a theoretical approach to enhance HR performance through greater integration of information technology.
The document discusses the need for intelligent decision support systems (IDSS) in human resource management. It provides an overview of traditional HR functions and how the role of technology is changing HR. The objectives are to review customary HR practices related to human resource allocation, current DSS applications in HR, and explore future trends in using IDSS for HR. IDSS could help make more precise and reliable decisions in HR areas like selection, training and rewards by integrating human knowledge with modeling tools.
The document discusses the need for intelligent decision support systems (IDSS) in human resource management. It provides an overview of traditional HR functions and how the role of technology has changed HR. The objectives are to review customary HR practices related to human resource allocation, current DSS applications in HR, and explore future trends in applying IDSS to HR. IDSS could help make more precise and reliable decisions in HR areas like selection, training and rewards by integrating human knowledge with modeling tools.
This document discusses the marriage between human resource management and data science. It argues that due to advances in information technology, HR must integrate data science. This marriage has given birth to hybrid fields like HR analytics and influenced organizational outcomes. The effects of this marriage require a systematic narrative. The document attempts to provide such a narrative by examining the impacts on functional, procedural, and decision-making aspects based on evidence from corporations around the world. It serves as a foundational piece for further applying information and communications technology to HR management and development.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
S Y Siddiqui discusses several topics related to human resources and leadership in Maruti Suzuki India Limited.
1) Both academic qualifications and hands-on experience are important for career success, but experience applying knowledge gained from school is critical.
2) The role of HR has evolved from just staffing and compliance to strategic talent management. HR practices like job rotation and fast-track career growth help retain employees.
3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
A Study On Talent Management Strategies In IT IndustryDustin Pytko
This document discusses talent management strategies in the IT industry. It begins with defining talent management and outlining the benefits, which include retaining top talent and developing employees. It then describes the key steps in the talent management process, including workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and skills gap analysis. The objectives of the study are to understand the concept of talent management and strategies used in the IT sector in India. Secondary data is collected from journals, websites and books. Several studies on talent management strategies in the IT industry are reviewed.
Make in India Campaign: A Role and Impact of Human Resource ValuationTapasya123
Make in India project launched by Prime Minister Narendra Modi on September 25th 2014, which is a national program shaped to facilitate investment (domestic and foreign) in India for foster investment and innovation and to build a strong and skilled human resource. Rapidly extending global competition has provided the manufactures from around the world the opportunities of low cost labour, raw material, high profit making market. Over focused on the employment generations, growing trade and increasing economic growth and sustain the overall development. In order to make India a manufacturing hub its human resource will play an important role. Human resource element never to be ignored to build the country’s economic growth, this one is most desired organ of a business demand careful capitalisation and continuous innovations. This study discussed about the impact of human resource valuation for make in India campaign. The make in India campaign will bring in globalisation which in turn will create tremendous opportunities.
Make in india campaign a role and impact of human resource valuationTapasya123
Make in India project launched by Prime Minister Narendra Modi on
September 25th 2014, which is a national program shaped to facilitate
investment (domestic and foreign) in India for foster investment and
innovation and to build a strong and skilled human resource. Rapidly
extending global competition has provided the manufactures from around
the world the opportunities of low cost labour, raw material, high profit
making market. Over focused on the employment generations, growing
trade and increasing economic growth and sustain the overall
development. In order to make India a manufacturing hub its human
resource will play an important role. Human resource element never to be
ignored to build the country’s economic growth, this one is most desired
organ of a business demand careful capitalisation and continuous
innovations. This study discussed about the impact of human resource
valuation for make in India campaign. The make in India campaign will
bring in globalisation which in turn will create tremendous opportunities.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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INTRODUCTION
“What gets measured gets managed!” - “A balance sheet provides a snapshot of a
company’s assets at any one moment in time, but how useful is such a snapshot when a
company’s currency is its knowledge and that knowledge can be transported in a split
second?” In short, the affirmation is this: we have moved from an industrial society, where
the primary source of wealth was machinery, to a knowledge society, wherein the primary
source of wealth is none other than human capital.
The term Human Capital is defined as, “The sum of knowledge, skills, experience and
other relevant workforce attributes that reside in an organization’s workforce and drive
productivity, performance and the achievement of strategic goals”.
The transformation of raw human resource into highly productive human resource
with inputs such as education, moral values, health etc., is the process of human capital
formation.. HR practitioners are conscious that methods which are too closely associated with
their function may not be able to secure commitment from other groups in the organization.
This means that initiatives centred on human capital are often given an internal "brand".
Thence, HR department shall no longer be viewed as a cost centre, but rather an asset
provider
It was the Nobel Prize-winning economist Gary S. Becker, who coined the term
“human capital,” says that “the basic resource in any company is the people. The most
successful companies and the most successful countries will be those that manage
human capital in the most effective and efficient manner.”
In today’s context, HR professionals are expected to be familiar with not only HR operations,
i.e., core competencies, but also those aspects of HR that will have the most significant
impact on long-term business growth and development. These aspects include organizational
development and organizational effectiveness.
During the end of the 20th century, management has come to accept that, people - not cash,
buildings, or equipment, are the critical differentiators of a business enterprise”. Thus,
pushes the managers to reconcile themselves that, it’s high-time to measure HCM – The
superset of HRM.
What Gets Measured?
A recent study conducted by the human capital practice at Deloitte & Touche (D&T)
in the United Kingdom made an interesting conclusion that: there is much confusion about
what to measure and monitor in the human capital arena. This comes as no surprise to
those individuals who are struggling with this issue. Clearly, things are changing and
traditional measures have been replaced with newer ones and the role of the chief learning
officer in human capital measurement has never been more important.
However, there is no 'holy Grail' in the evaluation of human capital - no single
measure which is independent of context and which could accurately represent the impact of
employee competencies and commitment on business performance. This is because human
capital is, "non-standardized, tacit, dynamic, context-dependent and embodied in people."
Albiet, it is entirely possible for organizations to measure and manage human capital using
methodology designed to suit their own needs and goals.
Laurie Bassi and Daniel Mc Murrer argues that, Managers are fond of the maxim!
“Employees are our most important asset” - Yet beneath the rhetoric, too many
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executives still regard – and manage – employees as costs. That’s dangerous because, for
many companies, people are the only source of long-term competitive advantage. Companies
that fail to invest in employees jeopardize their own success and even survival. (HBR, March
2007).
Laurie Bassi and Daniel Mc Murrer further believes that, most traditional HR
metrics—such as employee turnover rate, average time to fill open positions, and total hours
of training provided—don’t predict organizational performance.
Their empirical research has revealed a core set of HCM drivers that predict
performance across a broad array of organizations and operations. These drivers fall into five
major categories: Leadership Practices, Employee Engagement, Knowledge Accessibility,
Work-force Optimization, and Organizational Learning Capacity. In each of those categories,
HCM practices are subdivided into at least four groups.
With HCM measurement tools, HR can start gauging how well people are managed and
developed throughout the organization. In this role, HR departments can take on strategic
responsibilities, acting as coaching, mentoring, and monitoring agencies to ensure that superior
management of human capital becomes a central part of the organization’s culture.
Source: Maximizing Your Return on People (Harvard Business Review, March 2007)
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Table 1.1: Standard table meant for interpretation on the merit of HCM measure.
HCM VALUE INTERPRETATION
90 – 100 EXCELLENT
80 – 89 VERY GOOD
70 – 79 GOOD
69 and BELOW SCOPE FOR IMPROVEMENT
INDIAN IT INDUSTRY
India's IT Services industry was born in Mumbai in 1967 with the establishment of
Tata Group in partnership with Burroughs. The first software export zone SEEPZ was set up
here way back in 1973, the old avatar of the modern day IT Park. More than 80 percent of the
country's software exports happened out of SEEPZ, Mumbai in 80s. The ground work and
focal point for the development of the information technology industry in India was led by
the Electronics Commission in the early 1970's. The driving force was India's most esteemed
scientific and technology policy leader M. G. K. Menon. With the support of the United
Nations Development Programme (UNDP) under project IND/73/001, the Electronics
Commission formulated a strategy and master plan for regional computing centers, each to
have a specific purpose as well as to serve as a hub for manpower development and to spur
the propagation of informatics in local economies.
The Indian industry received a big boost in the early 1990s when the demand for
skilled manpower in IT services in the developed world outstripped the available supply.
India enjoys the advantages of “people attractiveness” and “location attractiveness”
(Budhwar, Luthar and Bhatnagar, 2006) in the IT sector. India, during early 1990s was
graduating 150,000 English-speaking engineers a year with only a limited demand for their
services within the country, was well placed to take advantage of this opportunity (Ethiraj et
al., 2005).
Now, the Information technology industry in India is deemed to be a knowledge
economy due to its IT and ITES sector. The IT–ITES industry has two major components: IT
Services and business process outsourcing (BPO). The growth in the service sector in India
has been led by the IT–ITES sector, contributing substantially to increase in GDP,
employment, and exports.
The major cities that account for about nearly 90% of this sectors exports are
Bangalore, Hyderabad, Chennai, Delhi, Mumbai. Bangalore is considered to be the Silicon
Valley of India because it is the leading IT exporter. Export dominate the IT–ITES industry,
and constitute about 77% of the total industry revenue. Though the IT–ITES sector is export
driven, the domestic market is also significant with a robust revenue growth. According to
Gartner, the "Top Five Indian IT Services Providers" are Tata Consultancy Services, Infosys,
Cognizant, Wipro and HCL Technologies.
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REVIEW OF LITERATURE
The term HR measurement is used to describe any efforts to measure any parts of the
process through which HR creates value in an organization. Typically, this process begins
with measuring activities associated with the HR function, such as cost per hire, days
required to fill an open position, or benefits as a percentage of revenue. While better
performance on these indicators may be associated with firm success, this is not necessarily
always true. Because this type of measure tends to focus on the activities of the HR function,
as opposed to the actual employee behaviors that drive strategy, their linkage with actual
value creating behaviors of the workforce can be ambiguous. Thus, while these measures are
relatively easy to collect and can be benchmarked across firms, in the long run they are not
likely to help differentiate the firm from its competitors, as they are not linked to the firm’s
unique strategy implementation process.
Guest conducted a study on the link between HR strategy and financial performance
for UK companies for the “Future of Work” programme, and came up with the following
model.
Business strategy would determine to HR strategy and practices that would make HC
more effective, leading to higher quality of goods and services, and higher productivity, that
would lead to superior financial performance.
The investment in the human resources department is another key measure, which
shows how much an organization is willing to invest in the HR staff that spends most of their
time analyzing, coordinating, developing, and implementing programs to improve human
capital. The learning and development expenditures are usually included in this measure.
Within the context of human resource management (HRM), a firm’s approach to
managing people can help provide a competitive advantage by lowering costs, increasing
sources of product and service differentiation, or by both (Porter, 1985). Achieving
competitive advantage through HR requires that these activities be managed from a strategic
perspective (Lengnick-Hall & Lengnick-Hall, 1988). However, investing in both people
and people management systems incur costs. Thus managers need to analyze the ability of
HR practices to meet strategic business needs; otherwise they may be excessive and
inefficient, and result in less than optimal organizational effectiveness
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(Barney &Wright, 1998).
On top of it all, Adam Smith said, in the Wealth of Nations, that “When any expensive
machine is erected, the extraordinary work to be performed by it before it is worn out, it must be
expected, will replace the capital laid out upon it, with at least the ordinary profits. A man
educated at the expense of much labour and time to any of those employments which require
extraordinary dexterity and skill, may be compared to one of those expensive machines.
Put it all in a nutshell, in theory, the larger the HR department expense, the more
productive the organization!
THE PRESENT STUDY
The level of intent expressed by the corporate houses towards the measurement and
management of HCM is still in the nascent stages, as far as Indian Inc in concerned. Having said
that, there exist a compelling need in accepting and acknowledging the inevitable truth that,
“Indeed, the gap between the importance of intangible assets, and our ability to monitor
and control them, appears to be widening (Lev, 2001)”
The present study is a small attempt to bridge the gap with special focus on IT Industry.
The specific objective of the study is to ascertain whether the organizations are having a
measurement system, which would optimize the HCM and organizational performance with the
help of the HCM measurement tool suggested by Laurie Bassi and Daniel Mc Murrer, wherein
the HC drivers namely viz., ‘Leadership Practices’, ‘Employee Engagement’, ‘Knowledge
Accessibility’, ‘Work-force Optimization’ and ‘Organizational Learning Capacity’ will play the
role of measuring parameters, and under each of these parameters there are four factors(actually
the practices), and is as follows.
1.Parameter 1: Leadership Practices
a) Factor 1 : Communication
b) Factor 2 : Employee Participation
c) Factor 3 : Supervisory Skills
d) Factor 4 : Succession Planning
2. Parameter 2: Employee Engagement
a) Factor 5 : Job Design
b) Factor 6 : Commitment to Employees
c) Factor 7 : Time Factor
d) Factor 8 : System
3. Parameter 3: Knowledge Accessibility
a) Factor 9 : Availability
b) Factor 10 : Team Work
c) Factor 11: Information Sharing
d) Factor 12: System
4. Parameter 4: Workforce Optimization
a) Factor 13 : Work Conditions
b) Factor 14 : Accountability
c) Factor 15 : Hiring Decision
d) Factor 16 : System
5. Parameter 5: Organizational Learning Capacity
a) Factor 17: Availability
b) Factor 18: Training
c) Factor 19: Value and Support
d) Factor 20: System
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Data has been collected through a structured questionnaire comprising 32 questions,
on a five pointer likert scale, wherein 1 denotes Strongly Disagree and 5 denotes Strongly
Agree, (barring a few more at the beginning, aimed at gathering information on socio-
economic variables about the sample respondents) covering all the 20 factors, thus inturn,
leads to encompass all the 5 parameters, obviously.
OBJECTIVES OF THE STUDY
1. To ascertain the Socio–economic characteristic of the sample employees.
2. To find whether the organization has a measurement System, this would help to
optimize the HCM and the organizational performance or not?
3. To measure the HCM value. and
4. To trace the significance of correlation coefficients between the HC drivers.
HYPOTHESES OF THE STUDY
(I) Test for Significance of the Correlation Co-efficient
Table 2.1 : list of hypotheses
Ho: There is no significant correlation between the
p1 : p2 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 1 and Parameter 2
Ho: There is no significant correlation between the
p1: p3 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 1 and Parameter 3
Ho: There is no significant correlation between the
p1:p4 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 1 and Parameter 4
Ho: There is no significant correlation between the
p1:p5 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 1 and Parameter 5
Ho: There is no significant correlation between the
p2:p3 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 2 and Parameter 3
Ho: There is no significant correlation between the
p2:p4 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 2 and Parameter 4
Ho: There is no significant correlation between the
p2:p5 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 2 and Parameter 5
Ho: There is no significant correlation between the
p3:p4 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 3 and Parameter 4
Ho: There is no significant correlation between the
p3:p5 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 3 and Parameter 5
Ho: There is no significant correlation between the
p4: p5 Ho: p = 0 H1: p ≠ 0 correlation coefficients of Parameter 4 and Parameter 5
METHODOLOGY
Research Design
This research is an empirical investigation aimed at realizing the above set objectives,
and has been carried out at Coimbatore city.
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Pilot Study
As mentioned earlier that this study is small attempt towards filling the research gap in this arena,
a PILOT STUDY has been conducted and as a pre-requisite to improve the effectiveness of the
research with the employees belongs to IT and ITeS sector, who are working in Coimbatore Tidal
Park and Eachanari Info Park. In the pilot test, they are asked to express their opinion for the
following question.
1) Do you feel that this organization has a measurement system to optimize employees’
Organizational performance?
Sampling Technique
To meet the above objectives a sample of employees belongs to IT and ITeS industry was
required, and to arrive at them is no longer a herculean task, as far as Coimbatore is concerned –
thanks to growing number of IT parks and IT zones. However, to get out of the possible error
zone in arriving at the exact number of population, as it is ought to be finite; Cluster Sampling
technique has been used here in order to select the sample respondents.
Sample Frame
Based on the result of the pilot study, the samples considered for the study are those
a. Who have responded positively that, there exists a measurement system in their
respective organization to optimize organizational performance.
b. Who have three years of work experience at minimum, in the IT industry, however,
not necessarily in the same organization they are currently working with, since it is
believed that, this will enhance the relevance and reliability of the study in-tact.
Respondents
The final sample considered for the study comprises of data from 140 respondents(92
males and 48 females), who spread across the major firms operating at Eachanari Info Park and
Tidal Park, Coimbatore provided they duly fulfill the criteria above mentioned under sample
frame. Data were collected through self-administered questionnaire, of which the majority was
collected personally, and upon the samples respondent’s request, some filled-in questionnaire has
been collected through e-mail. Though, as many as 183 respondents are expected to be made
involved in the study (as calculated) only 140 of them were involved, purely owing to the
shortcomings faced in accessing some of the employees at the Top management cadre and
making them participate seems a daunting task within the timeframe. Hence, the sample size has
been adjusted using the formula n’= n/[1+(n/N)] and a new adjusted sample size of 140 were
considered as sampling units (or Respondents) for this study.
Data Collection:
Method : Sample Survey
Tool : Self-administered questionnaire
Scale : Dichotomous, interval, 5 pointer Likert Scale etc.,
Frame work for data analysis:
Tables Bi-variate & Multi-variate
Tools Mean, SD, CV, Correlation, and t-Test
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Results: Table 3.1: Descriptive Statistics portray the socio-economic aspects of the
respondents.
S ITEMS CATEGORY MAL % FEMA % TOT %
No E LE AL
[Nm [NF = N=14
= 92] 48] 0
1 Age (in Years) Less than 30 18 19.6 22 45.8 40 28.6
30 - 34 32 34.8 14 29.2 46 32.9
35 - 39 14 15.2 7 14.6 21 15.0
40 - 44 13 14.1 4 8.3 17 12.1
45- 49 15 16.3 1 2.1 16 11.4
50 and above 0 0.0 0 0.0 0 0.0
TOTAL 92 100.0 48 100.0 140 100.0
2 Educational
Qualification BE/ B Tech 59 64.1 22 45.8 81 57.9
UG (BSc etc.,) 2 2.2 4 8.3 6 4.3
ME/ M Tech 4 4.3 1 2.1 5 3.6
PG (BSc etc.,) 4 4.3 3 6.3 7 5.0
MCA 14 15.2 8 16.7 22 15.7
Others (MBA
etc.,) 9 9.8 10 20.8 19 13.6
TOTAL 92 100.0 48 100.0 140 100.0
3 Category (based
on Designation) Technical End 51 55.4 28 58.3 79 56.4
Middle Level
Administration 27 29.3 17 35.4 44 31.4
Top Level
Managers 14 15.2 3 6.3 17 12.1
TOTAL 92 100.0 48 100.0 140 100.0
4 Earnings per
Month (in INR) Upto Rs 19,999 19 20.7 9 18.8 28 20.0
20,000 to 29,999 18 19.6 19 39.6 37 26.4
30,000 to 39,999 24 26.1 15 31.3 39 27.9
40,000 to 49,999 22 23.9 4 8.3 26 18.6
50,000 and
above 9 9.8 1 2.1 10 7.1
TOTAL 92 100.0 48 100.0 240 100.0
6 Experience
(in Years) 3 to 5 34 37.0 27 56.3 61 43.6
6 to 10 31 33.7 11 22.9 42 30.0
11 to 15 23 25.0 7 14.6 30 21.4
16 to 20 4 4.3 3 6.3 7 5.0
Morethan 20 0 0.0 0 0.0 0 0.0
TOTAL 92 100.0 48 100.0 140 100.0
Source: Computed. Nm – Number of Male Respondents Nf- No of female
respondents
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Table 3.3: Descriptive Statistics: Test for Significance of Correlation Co-efficient using ‘t-
distribution’ for all the 5 parameters at (n-2) degrees of freedom and 5% significance level.
Leadership Employee Knowledge Workforce Learning
Parameters Practices Engagement Accessability Optimization Capacity
Leadership
Practices *
Employee
Engagement 0.0521 *
Knowledge
Accessability -1.2818 5.7950 *
Workforce
Optimization 0.1952 -1.1210 0.0000 *
Learning
Capacity -0.2919 120.1627 4.0751 -4.3541 *
Source: Computed using MS Excel
Table 3.4: Interpretation table with the help of calculated and table value of t-statistic at
5%level of significance with (n-2) d.o.f.
Table
Calculated Value at 3
t- Value d.o.f Implication
p1 : p2 Ho: p = 0 H1: p ≠ 0 0.052 2.353 Accept Ho
p1: p3 Ho: p = 0 H1: p ≠ 0 -1.282 2.353 Accept Ho
p1:p4 Ho: p = 0 H1: p ≠ 0 0.195 2.353 Accept Ho
p1:p5 Ho: p = 0 H1: p ≠ 0 -0.292 2.353 Accept Ho
p2:p3 Ho: p = 0 H1: p ≠ 0 5.795 2.353 Reject Ho
p2:p4 Ho: p = 0 H1: p ≠ 0 -1.121 2.353 Accept Ho
p2:p5 Ho: p = 0 H1: p ≠ 0 120.163 2.353 Reject Ho
p3:p4 Ho: p = 0 H1: p ≠ 0 0.000 2.353 Accept Ho
p3:p5 Ho: p = 0 H1: p ≠ 0 4.075 2.353 Reject Ho
p4: p5 Ho: p = 0 H1: p ≠ 0 -4.354 2.353 Reject Ho
Source: Computed
Note: Test for the significance of correlation coefficient has been measured with the t-
Statistic, defined as t = (r* √n-2) / (√1-r2) with (n-2) degrees of freedom.
DISCUSSION
Table 1 gives the descriptive statistics of the major socio-economic aspects of the
sample respondents. Of them, 98 were male and 42 were female. Besides, their age,
educational qualification, categorization on organizational pyramid on the basis of their
designation, monthly earnings and cumulative work experience are analyzed in proportion as
well, in order to have an easy look at it.
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Table 2 elicits the descriptive statistics such as Mean, Standard Deviation, Co-
efficient of Variance and Correlation Matrix on Mean Values on the data collected from the
sample respondents through the structured questionnaire. It is found that, the sum of all
means for the entire twenty factors spanning across five parameters leads to 88.17. In other
terms, it may be said that, the impact of HCM measure on the organizational performance is
found to be 88.2% and in comparison with the standard inference table (table no: 0) it is
evident that the measures of HCM is indeed “VERY GOOD”. In addition, it reflects the
scores on deviation measures such as Standard deviation and co-efficient of Variation as well,
across all the 20 factors.
Not limiting to the above, Table 2 also portrays the correlation matrix on all the 5
parameters, and a on a whole, all the possible 10 inter-correlation measures were calculated
and tabulated. Through which one can find that, there exist a significant positive correlation
between the parameters P2&P3, P2&P5, and P3&P5; a significant negative correlation with
P4 and P5; and not to forget a zero-correlation with the parameters P3&P5. Among these,
however, some interesting differences emerged purely owing to the mean scores, with which
the correlation co-efficient is computed.
To arrive at an answer to the hypothetical quests set at the beginning, the table 3.4 is at its
service. Having tested the significance of correlation coefficients, with the help of t-
distribution at 5 significance level with (n-2) degrees of freedom, the following conclusions
are made.
1. There exist a significance on correlation coefficients between the parameters
Employee Engagement and Knowledge Accessibility.
2. Similar is the case with ‘Employee Engagement : Learning Capacity’, ‘Knowledge
Accessibility : Learning Capacity’ and ‘ Workforce Optimization : Learning capacity’
as well.
3. Barring the above, for the rest of the hypotheses framed, the null hypothesis that, the
significance on correlation coefficients between the respective parameters does not
exist.
4. Thus, once again, proving the point that the results attained with the help of simple
correlation analysis holds good.
LIMITATIONS OF THE STUDY
1. It is customary to admit, as there is no denying the fact that this study is restricted to
the geographical location of Coimbatore only; hence the result may not be extended
for other parts of the state as well as the country.
2. Besides, the number of organizations under the ambit of ‘IT Industry’ is humungous
and varies by different measures depending upon its size and nature of operations.
However, this study is confined to the organizations operating at Eachanari Info Park
and some select organizations at Tidal Park of Coimbatore only. Given the growth
and geography of Coimbatore, this seems only a ‘tip of an iceberg’.
SCOPE FOR FURTHER EXPLORATION
Organizations should generally strive toward superior HCM across the board, the
practices that have the greatest effect can vary within and across the organizations and
change with time. Thence, A study aimed at
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a. Benchmarking of HCM capabilities
b. Measuring the Strengths and Weaknesses of HCM
c. Why HCM’s due importance are denied in many industries even now?
d. How an organization overcome from its shortcomings using HCM? etc.,
are to name a few avenues for further exploration in the days to come.
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