This document provides information about a book titled "Human Resource Management and Professional Ethics (Volume 2)" including:
- The book was written by Dr. K.C. Sharma and Dr. Kiyanoosh Ghalavand and published by Regal Publications in New Delhi, India.
- It contains 17 chapters covering topics like human resource management, job evaluation, wages and salary administration, incentive payments, management of discipline, collective bargaining, and human resource management and professional ethics.
- There is also an appendix containing additional reference materials.
- The authors were inspired to write this book to contribute to society and address the lack of professional ethics being practiced in today's business organizations.
Organisational development and the Hindu trinity - – Brahma, Vishnu and ShivaDr. Balakrishnan Muniapan
This paper uses the metaphors of the Hindu trinity – Brahma, Vishnu and Shiva, and its relevance to organisational development (OD). It explores
roles on leadership, corporate culture and change for increasing organisational growth and effectiveness. By employing hermeneutics, a qualitative methodology in interpretations, the parallel roles of Brahma, Vishnu and Shiva
are drawn to show key strategies and ways of creating, maintaining and eliminating (changing) the organisational culture and organisational leadership renewal. This paper is expected to provide a new dimension in studying OD
from the Indian philosophy and cultural perspectives.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
CREATIVE SERVANT LEADERSHIP: A NEW WAY OF BEING AND LEADING OTHERSIAEME Publication
The world is crying out for moral, ethical, creative and effective leadership that serves others, invests in their development and fulfills a shared vision. Amongst the many leadership styles the one that best represents the ideals embodied in the human factor (HF) is servant-leadership. Leadership is the process of influencing the activities of an individual and group towards the achievement of a goal. In any given situation creativity and servant leadership have various characteristics in common. Both have attracted attention across world a wide range of professional, educational, and socio-political fields. Creative servant leadership thinking skills and behaviours support a person as a leader.
Management Process and Organizational Behaviorcpjcollege
Management
• According to Henri Fayol, "Management is to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.“ • Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people."
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
Organisational development and the Hindu trinity - – Brahma, Vishnu and ShivaDr. Balakrishnan Muniapan
This paper uses the metaphors of the Hindu trinity – Brahma, Vishnu and Shiva, and its relevance to organisational development (OD). It explores
roles on leadership, corporate culture and change for increasing organisational growth and effectiveness. By employing hermeneutics, a qualitative methodology in interpretations, the parallel roles of Brahma, Vishnu and Shiva
are drawn to show key strategies and ways of creating, maintaining and eliminating (changing) the organisational culture and organisational leadership renewal. This paper is expected to provide a new dimension in studying OD
from the Indian philosophy and cultural perspectives.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
CREATIVE SERVANT LEADERSHIP: A NEW WAY OF BEING AND LEADING OTHERSIAEME Publication
The world is crying out for moral, ethical, creative and effective leadership that serves others, invests in their development and fulfills a shared vision. Amongst the many leadership styles the one that best represents the ideals embodied in the human factor (HF) is servant-leadership. Leadership is the process of influencing the activities of an individual and group towards the achievement of a goal. In any given situation creativity and servant leadership have various characteristics in common. Both have attracted attention across world a wide range of professional, educational, and socio-political fields. Creative servant leadership thinking skills and behaviours support a person as a leader.
Management Process and Organizational Behaviorcpjcollege
Management
• According to Henri Fayol, "Management is to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.“ • Mary Parker Follett (1868–1933), defined management as "the art of getting things done through people."
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
In this paper, an attempt has been made to explore the philosophy of
Corporate social responsibility (CSR) from an ancient Indian perspective. A
review of literature in CSR shows that there are thousands of articles which
have been written by several academics on this subject from numerous
perspectives, but limited articles written about CSR from the philosophical,
historical and from the ancient perspectives. As a result, this article not only
fills the gap in the literature, but also provides insights on CSR philosophy
from the ancient Indian perspective. In the Indian context, the origin of CSR
can be traced from the Vedic literatures such as the Valmiki Ramayana, the
Mahabharata (includes the Bhagavad-Gita) and the Puranas. These literatures
were written more than 5,000 years ago in Sanskrit language. However, in this
paper the authors will explore CSR philosophy from Kautilya’s Arthasastra,
which was also written in Sanskrit in the 4th century BC. This paper is based
on hermeneutics, a qualitative research methodology which involves study,
understanding and interpretation of ancient or classical text. By using the above
methodology, the authors reveal some ancient lessons on CSR, which can
provide guidance to corporate leaders today. In a nutshell, the Kautilya’s
Arthasastra provides an inside-out approach to CSR, which is development of
the individual leader’s self conscience, contrary to the western approach that
takes an outside-in perspective. The leaders and the role they play in
corporations are crucial in ensuring transparency, good conduct and governance
towards the ultimate aim of achieving CSR.
This article provides an Indian (Tamilian) leadership perspective by the legendary Poet Kannadasan. The article is based on hermeneutics
(a qualitative research methodology) which includes content (song) analysis, besides leadership interpretations from the Ramayana, Mahabharata (includes the Bhagavad-Gita) and other ancient Indian literatures. Swami
Chinmayananda (2003) asserted that from time to time, there is a need for us to look and re-look at these ancient literatures and provide intelligent
interpretation and re-interpretation to apply effectively in the modern context of leadership. Unlike the western approach to leadership which focuses in exploring the external world of matter and energy, the literary writer Kannadasan recommends a leadership approach which focuses on exploring the inner world of the self. This means the leadership of the self first before any other type of leadership. This approach is also consistent with the teachings of the ancient Indian and other ancient East Asian philosophies such as
Confuicianism and Taoism. The prospects of analysing Kannadasan’s other Tamil songs and ancient Indian literatures in the areas of management and people development such as communication, work motivation, conflict
handling, values and attitude improvements can be considered for future research.
The field of Human Resource Management (HRM) is rapidly changing. Staying up to date with the latest information is more important than ever. In this article, we will list 7 must-read HRM books that will help you do your job better – whether you’re an experienced HR professional or just getting started in the HR field.
In the contemporary business environment, the traditional notions about career and career management have taken on entirely new dimensions for both employees and organizations. Business decisions such as mergers, acquisitions, layoffs and restructuring all have influenced the way individuals and organizations views careers and careers management (Agarwala, 2010)
More opportunities have become available for the high performing employees who are valuable to the firm. High performers, who are in short supply, get many job offers from other companies due to their competencies and skill sets. Employees are changing jobs more often than in the past and job hopping has become an acceptable reality today. Employee loyalty today extends more to the individual’s career rather than to the organization. If an individual’s career aspirations are not fulfilled by the organization, he/she is likely to seek fulfillment in some other organization (Agarwala, 2010)
Therefore, organizations are confronted with challenge of attracting and retaining this group of employees. Job and career are not viewed as equivalent any more. Employees are no longer content with just having a secure job with time – bound upward mobility. Today, employees are looking for a career and are not willing to take any chances with it. Employees do not let their careers just happen instead; they want a more active control over their careers. They also want their firms to provide them with career development opportunities. Changing workforce expectations and the changing psychological contract between the employer and the employees have led organizations to direct more attention towards career management interventions (Agarwala, 2010, pg.574)
The essay explore the meaning of career as a concept, career choice, career path, career planning, career stages, Literature review on managing careers as well as reviewing one case study on the topic.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
In this paper, an attempt has been made to explore the philosophy of
Corporate social responsibility (CSR) from an ancient Indian perspective. A
review of literature in CSR shows that there are thousands of articles which
have been written by several academics on this subject from numerous
perspectives, but limited articles written about CSR from the philosophical,
historical and from the ancient perspectives. As a result, this article not only
fills the gap in the literature, but also provides insights on CSR philosophy
from the ancient Indian perspective. In the Indian context, the origin of CSR
can be traced from the Vedic literatures such as the Valmiki Ramayana, the
Mahabharata (includes the Bhagavad-Gita) and the Puranas. These literatures
were written more than 5,000 years ago in Sanskrit language. However, in this
paper the authors will explore CSR philosophy from Kautilya’s Arthasastra,
which was also written in Sanskrit in the 4th century BC. This paper is based
on hermeneutics, a qualitative research methodology which involves study,
understanding and interpretation of ancient or classical text. By using the above
methodology, the authors reveal some ancient lessons on CSR, which can
provide guidance to corporate leaders today. In a nutshell, the Kautilya’s
Arthasastra provides an inside-out approach to CSR, which is development of
the individual leader’s self conscience, contrary to the western approach that
takes an outside-in perspective. The leaders and the role they play in
corporations are crucial in ensuring transparency, good conduct and governance
towards the ultimate aim of achieving CSR.
This article provides an Indian (Tamilian) leadership perspective by the legendary Poet Kannadasan. The article is based on hermeneutics
(a qualitative research methodology) which includes content (song) analysis, besides leadership interpretations from the Ramayana, Mahabharata (includes the Bhagavad-Gita) and other ancient Indian literatures. Swami
Chinmayananda (2003) asserted that from time to time, there is a need for us to look and re-look at these ancient literatures and provide intelligent
interpretation and re-interpretation to apply effectively in the modern context of leadership. Unlike the western approach to leadership which focuses in exploring the external world of matter and energy, the literary writer Kannadasan recommends a leadership approach which focuses on exploring the inner world of the self. This means the leadership of the self first before any other type of leadership. This approach is also consistent with the teachings of the ancient Indian and other ancient East Asian philosophies such as
Confuicianism and Taoism. The prospects of analysing Kannadasan’s other Tamil songs and ancient Indian literatures in the areas of management and people development such as communication, work motivation, conflict
handling, values and attitude improvements can be considered for future research.
The field of Human Resource Management (HRM) is rapidly changing. Staying up to date with the latest information is more important than ever. In this article, we will list 7 must-read HRM books that will help you do your job better – whether you’re an experienced HR professional or just getting started in the HR field.
In the contemporary business environment, the traditional notions about career and career management have taken on entirely new dimensions for both employees and organizations. Business decisions such as mergers, acquisitions, layoffs and restructuring all have influenced the way individuals and organizations views careers and careers management (Agarwala, 2010)
More opportunities have become available for the high performing employees who are valuable to the firm. High performers, who are in short supply, get many job offers from other companies due to their competencies and skill sets. Employees are changing jobs more often than in the past and job hopping has become an acceptable reality today. Employee loyalty today extends more to the individual’s career rather than to the organization. If an individual’s career aspirations are not fulfilled by the organization, he/she is likely to seek fulfillment in some other organization (Agarwala, 2010)
Therefore, organizations are confronted with challenge of attracting and retaining this group of employees. Job and career are not viewed as equivalent any more. Employees are no longer content with just having a secure job with time – bound upward mobility. Today, employees are looking for a career and are not willing to take any chances with it. Employees do not let their careers just happen instead; they want a more active control over their careers. They also want their firms to provide them with career development opportunities. Changing workforce expectations and the changing psychological contract between the employer and the employees have led organizations to direct more attention towards career management interventions (Agarwala, 2010, pg.574)
The essay explore the meaning of career as a concept, career choice, career path, career planning, career stages, Literature review on managing careers as well as reviewing one case study on the topic.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
Human Resource Development: A Conceptual Expositionijtsrd
Development of persons to their maximum potential and the conservation of talent is the Human Resource Development (HRD) concept. HRD has been defined as œthe process of increasing the knowledge, skills and the people in society. But today, there is a little awareness of the fact that HRD is a contributing factor for the economic growth of the country. Without qualitative improvement of human resource the possibilities of an improvement in the standard of living of the masses are remote. An organization is known not by concrete and bricks but by the type of its human resource. It is constructed or destroyed by quality and behavior of its people. It has growingly been realized that improvement in manpower in key to both micro and macros developers. Tirumala Rao Guruvu"Human Resource Development: A Conceptual Exposition" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-6 , October 2017, URL: http://www.ijtsrd.com/papers/ijtsrd4614.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/4614/human-resource-development-a-conceptual-exposition/tirumala-rao-guruvu
A STUDY ON IMPACT OF OPTIMUM WORKPLACE CU LTURE POLICY THAT PROVIDES WORK - ...IAEME Publication
Workplace culture is one word that talks about the unique characteristics and values of an organization.It reflects the individualities of an organization that is revealed through the attitude and personality of employees working in that group.The workplace culture has a direct link with the work-life balance of the employees.An excellent workplace culture should provide the employees lead a peaceful personal life and a successful professional life, thus helping to have a work life balance.But there might be challenges in implementing an excellent job place culture as the employees come from different social, cultural, economic and political background.
Organisational leanings, Innovation and PerformanceDr-Sarfaraz
Organisational learnings, Innovation and performance.
This Edited book is the result of all quality papers, articles and research based on organisational learning, organisational behaviour, human resource management, financial performance, information technology.
10.2 Introduction
of all the factors of production. man is by far the most important. the importance of human factor in any type of co-operative endeavor cannot be overemphasised. it is a matter of common knowledge that every business organistation depends for its effective functioning not so much on its material of fainancial resources. the product of any manufacturing organisation by itself is not enough to win coustomers over, it is the service support thats gives it the edge to steal a march over its competitors. the human resources become even more important in the service industry whose value is delivered through information, personal interaction or group work. this is the only resource which can produce unlimited amounts through betters ideas. their is no apparent limit to what people can accomplish when they are motivated to use their potential to create new and other better ideas. no other resource can do this.
Characteristics of Human Resources
Following are some unique Characteristics of this resource which underscore the need for a manager to be more than good at handaling men . he most recogonise their importance as akey resource to be obtained cheaply, used sparingly and developed and exploited as fully us possible.
(1) This resourcesc is animate, active and living. It is man alone who with his ability to feel, think, conceive and grow shows satisfacation or dissatisfaction, resentment or pleasure, resistance or acceptance for all type of managerial actions. All emotional problems emanate from human factor only.
(2) This resource is most complex and unpredictable in its behaviour. Each individual has his own distinct background. This makes each individual unique in his psychological framework. No two individuals have exactly similar psychological frameworks. Hence, they cannot be interchanged, much less standardised. This implies that all individuals in an organisation cannot be treated alike. In employing and supervising people and in endeavouring to reach their motivation, a manager must follow tailor-made approach based on his understanding of the actions, attitudes, needs and urges of the worker concerned. This is a very formidable and challenging task.
(3) Only this resource is the most scarce resource. Capital is no longer the most important economic input for modern industrial corporation function. Capital has become a commodity instead of a scarce resource. It is readily available for a price that is commensurate with risk.
(4) Only this resource can help an organisation attain sustained competitive advantage by facilitating the development of competencies that are firm-specific and difficult to imitate.
(5) Only this resource appreciates in value with the passage of time. As time passes people become experienced and skilled. It is not so with other resources which generally depreciate as time goes on.
(6) Only this resource has the ability to unionise and instil fear of opposition in
management.
(7) Only this resource has s
Module 2 - CaseTwo Primary Outcomes of Human Resource Management.docxclairbycraft
Module 2 - Case
Two Primary Outcomes of Human Resource Management
Assignment Overview
The two primary outcomes of HR management are recruitment and retention. Through HR planning, managers anticipate the future supply of and demand for employees and the nature of workforce issues, including the retention of employees. These factors are used when recruiting applicants for job openings. Being able to recruit and retain the “best” employees have been difficult tasks for HR managers. The “best” employees are not necessarily the most qualified individuals (e.g., the most educated or with the most work experience), rather it is the individuals who provide value to an organization, who complement the organization, who understand and embrace the organization’s mission, and who fit the culture of the organization. This quandary is a result of a number of different variables such as: job satisfaction, organizational commitment, job performance, and motivation. The following figure illustrates the two outcomes of HR management.
Two Main Outcomes of HR
Furthermore, contemporary HR managers also are tasked with assisting with peak performance initiatives because of escalated global demands and competition.
Case Assignment
Drawing on the material in the background readings and doing additional research, please prepare a 3-5 page paper (not including the cover and reference pages) in which you:
Discuss the connection between recruitment and retention.
You will discuss whether you believe it is better to (1) hire hard and manage easy or (2) make up for bad selection with good training.
Discuss strategies for retaining employees.
Assignment Expectations
Your paper will be evaluated on the following points:
Precision: Does the paper address the question(s) or task(s)?
Clarity: Is the writing clear and are the concepts articulated properly? Are responses made through paraphrasing and synthesis of concepts? (Or is there excessive use of quotations?) Are headings included in all papers longer than 2 pages?
Breadth: Is the full breadth of the subject addressed?
Depth: Does the paper address the topic in sufficient depth?
Grammar, spelling, and vocabulary: Is the paper well-written? Are the grammar, spelling, and vocabulary suitable to graduate-level work?
Referencing (citations and references): Does the paper use citations and quotation marks when appropriate?
Critical thinking: Is the subject thought about critically, i.e., accurately, logically, relevantly, and precisely?
Module 2 - SLP
Two Primary Outcomes of Human Resource Management
Non-Traditional Performance
Strategies
In the 21
st
century, some HR managers and leaders believe that non-traditional strategies have the potential to enhance engagement, increase productivity, and improve performance levels in many organizations. For example, it is essential to consider the significance of employees receiving the right amount of sleep each night—which has a direct result on job performance. At the most basic ...
Human Resource Development in the Context of Globalizationijtsrd
Development of human resources is essential for any organization that would like to be dynamic and growth oriented. Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to surface, nurture and use the capabilities of people. Human Resource Development HRD system aims at creating such a climate. A number of HRD techniques have been developed in recent years to perform the above task based on certain principles. This unit provides an understanding of the concept of HRD system, related mechanisms and the changing boundaries of HRD. Dr. Shivananda S Kempaller "Human Resource Development in the Context of Globalization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49481.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/sociology/49481/human-resource-development-in-the-context-of-globalization/dr-shivananda-s-kempaller
1. What is your topic and why does it interest you 2. What isaTatianaMajor22
1. What is your topic and why does it interest you?
2. What is/are your research question(s) for this study?
3. What theoretical framework(s) as a guide in your research? If so, which one, and why is it important within the Human Services field?
4. Who is your target participant group and how would you obtain access to this group?
5. Would your study utilize quantitative, qualitative, or mixed methods?
6. What specific approach would you use for data gathering (interview, established survey/measurement tool, meta-analysis, etc.) and why is this structure appropriate for this study?
7. What would a possible drawback be to using this methodology?
8. Identify the tools you would use in your study. Provide rationale for the use of this tool.
9. If you are creating an interview for the study, include the interview questions and the rationale for each question.
10. Would you use a traditional format of data collection or would you use an online format? Provide rationale for this format.
11. What protections are you putting into place to protect your participants?
12. What type of informed consent would you use?
13. How would your research results potentially impact current knowledge in the field and Human Services policies and/or services?
H U M A N I S T I C M A N A G E M E N T
In a world facing multiple crises, our foundational institutions are failing
to offer effective solutions. Drawing on the emerging consilience of
knowledge, Michael Pirson debunks the fundamental yet outdated
assumptions of human nature that guide twentieth-century management
theory and practice – as captured in the “economistic” paradigm – and
instead provides an urgently needed conceptual and practical “humanistic”
framework, based on the protection of human dignity and the promotion of
well-being. By outlining the science-based pillars of this innovative
system, Pirson provides a new model for the responsible twenty-first-
century leader seeking sustainable ways to organize in a world of crisis.
Highlighting relevant applications for research, practice, teaching, and
policy, this book is ideal for graduate students and professionals seeking to
develop their understanding of responsible business, business ethics, and
corporate responsibility.
M I C H A E L P I R S O N is Associate Professor of Management, Global
Sustainability, and Social Entrepreneurship, and Director of the Center for
Humanistic Management at Fordham University. He cofounded the
Humanistic Management Network and serves as Editor of the Humanistic
Management Journal. He has won numerous awards, including from the
Academy of Management, and has published extensively on humanistic
management, philosophy, and business ethics.
2
Advance Praise
This book is an absolute must read to any business school student and leader
of any type of organization, from profit to non-profit, small to large, business
to political!
Christopher Arbet Engels, Chief Medical Officer Poxelpharma, former
VP ...
1. What is your topic and why does it interest you 2. What isa
Vol. 2 -- Title
1. DR. K.C. SHARMA
DR. KIYANOUSH GHALAVAND
HUMAN RESOURCE MANAGEMENT
AND
PROFESSIONAL ETHICS
(Volume 2)
REGAL PUBLICATIONS
New Delhi
HUMAN RESOURCE MANAGEMENT
AND
PROFESSIONAL ETHICS
(Volume 2)
Approx. 364 pp.
3. viii Human Resource Management and Professional Ethics (Vol. 2)
CONTENTS
Preface ix
Acknowledgements xi
1. Human Resource Management: An Introduction 012 - 055
2. Job Evaluation 056 - 067
3. Wages and Salary Administration 068 - 085
4. Incentive Payments: Sharing of Profits, Fringe
Benefits 086 - 105
5. Management of Discipline (or Indiscipline) 106 - 121
6 Collective Bargaining 122 - 131
7. Workers’ Participation in Management 132 - 150
8. Health and Safety of Human Resources 151 - 156
9. Human Resource Audit and Research 157 - 170
10 Human Resource Audit and Research Management
171 - 179
11 Human Resource Management and Personnel
Management 180 - 183
12 Strategic Human Resource Management –
A Framework 184 - 202
13 Management Development 203 - 219
14 Organisational Development (OD) 220 - 230
15 Ethical Issues involved in Human Resource
Management 231 - 241
16. International Human Resource Management 242 - 259
17 Human Value Education and Professional Ethics 260 - 270
APPENDIX
Annexure No. 1: Glossary on HV & PE 271 - 277
Annexure No. 2: Activities of Self (‘I’ or Jeevana) 278 - 279
Annexure No. 3: Ethical Conduct or the
Humane Conduct 280 - 283
Bibliography 284 - 293
Index
4. combination of different emotional responses to different stimuli;
possess different values, attitudes, motives and modes of thought as
they are the product of both heredity and environment. Besides,
human behaviour is not precisely predictable. Various research
studies assert that human beings behave in widely differing and
complicated ways while in similar environment. Their perceptions,
responses and reactions are different, not the same.
Due to increased access to education, modern employees are
better educated, possess varied, greater and higher skills; use the more
sophisticated technology available due to development of science and
technology and enjoy (or at least aspire to enjoy) higher standards of
living than previous generations had the privilege so to do.
A human being has tendency to work based on self-set standard
and norms regarding what he will contribute and whether he will
contribute at all if he can escape punishment. It has been observed by
researches if he is motivated, he will commit himself to work for an
organization more efficiently and effectively. Motivation, to them, is
the prime driver of all human activities. And we can not deny
accepting this observation.
Placing credence on the above stated facts, the manager must
realise that individuals, more often in groups, achieve excellence.
Therefore, recognizing importance of the human element in the
production process, P. F. Drucker had remarked that “man, of all the
resources available to man, can grow and develop”. The role of
establishing the right type of working climate or environment to
promote and maximize employee motivation and bring forth not
only his commitment to the job but also promote strategies to bring
forth blossoming his potential, is still with the management.
There is, therefore, right assertion that the most significant
resource of any organization is often said to be its people. Such claims
appear in organizations’ annual reports and mission statements which
are masterly articulated. Of course, an organization is nothing but a
group of people whose activities have been planned and co-ordinated
to meet organizational objectives. An organization that exists to
produce goods and services has a good chance to survive and prosper
if it consists of the right people. This is true for all organizations. In
a similar fashion, people need organizations to get engaged in
activities of choice. The vast majority of people must work to
support themselves and their families. But people work for many
reasons other than economic security. For example, many also work
to keep them busy and feel being useful (not dead assets), out to
PREFACE
This book on Human Resource Management and Professional
Ethics (Volume 2) is a conscious and timely attempt realising the fact
that human resource is the most significant and crucial factor of
production, invaluable but invisible as far as the balance sheet of an
organisation is concerned. The book draws attention to various
fundamental aspects concerning human resources. It is well known
that there are complexities involved in managing Human Resources
in the modern context. There is also general awareness all around that
one of the important aspects of the role of the modern manager is to
get things done through people inviting their participation and
adopting democratic approach for meaningful involvement. We also
know that the people are variously referred to as manpower,
workers, employees, personnel, human resource, etc. A manager has
to bring employees into contact with the organization in such a way
that the objectives of both groups (organization and workers of all
denominations) are achieved. He must simultaneously be interested
in the people for infusing sense of team working for achievement of
pre-determined objectives. To be effective as a Manager, he must
strike a balance between his concerns for people and concern for
work (objectives). In other words, he must know, directly by
experience or indirectly by studying situations handled elsewhere
(which are presented by academicians in case studies), how to utilize
human as well as non-human resources for translating behaviour into
desired action.
It is in the process of managing critical human assets (people)
that the manager’s capabilities are summoned to be tested fully
because people are different in their understanding and behaviour.
This concludes that humans are always heterogeneous. They are
different individuals, each of whom has a unique personality, a
x Human Resource Management and Professional Ethics (Vol. 2)
5. ACKNOWLEDGEMENTS
Many wise men have asserted, many celebrated authors have
endorsed and affirmed, and we most humbly and with absolute
sincerity admit and hereby acknowledge, that a book of the kind as
we are presenting before the general readers, students, academicians,
and men-management practitioners in particular, could not have been
produced without the pieces of sane advice, suggestions and guidance
of a number of experts, university and college professors, industry
icons/executives as well as with the needed encouragement of our
near and dear ones.
Our heart-felt respectful acknowledgement of guidance goes
first and foremost to Professor P. Parkash Arya, Director/Principal
of Dr I T Group of Institutes; his mentoring and maturity in the field
of Industrial Relations and his rich and long teaching experience at
the University Business School (UBS) of the Panjab University
spanning over three decades made our task easier and qualitatively
better. The other brilliant colleagues (one senior and the other at the
peer level), namely Dr. (Mrs.) Geetanjali Bhatnagar and Dr. Sunanda
Mitra (Ghosh), respectively, made observations on human resource
related matters and human relations which benefited us very much as
those observations and views provided us beacon light to steer clear
the fog of ignorance and less understanding of certain aspects of
HRM. We listened to their mature views at seminars, interactions
and during their participation in meetings and informal discussions
with keen interest.
The other persons in the long list of academicians and
professionals, which we are not able to furnish here in toto, are
Professor (Dr.) A.K. Vashisht, former Dean of Commerce and
Business faculty, and currently head and Chairman of University
Business School (UBS) of Panjab University, Chandigarh; he leads
create and achieve something. They want to gain recognition and
achieve status or to test and stretch their capability. Due to these
multifarious human needs, people and organizations join forces.
Unfortunately, this union is seldom successful. Organizations
encounter several obstacles in meeting their goals and, in a similar
way, all employees report some problems in their attempts to be
productive and efficient in their jobs and to feel satisfied in their
work lives. The challenge to human resource management is to
minimize these obstacles and problems providing substantive support
services. Likewise, there is need on the part of employees to maintain
work-life balance; the organizations have to render help in this regard
to win the hearts of the working people and thereby reap rich
dividends in the form of achievement of organization objectives.
The authors got inspiration to write this book as contribution
to society realising that values were being thrown to the winds and
professional ethics remained on paper and in syllabus; and there was
less of its role in to-day’s working in any business organisations. With
this disturbing situation stuck to their mind, the author added a
chapter on Human Values and Professional Ethics with fond hope
that the readers will mould their views to serve society with humane
approach and keep off from the sole factor-profit maximization—
through whatever means at command.
K.C. SHARMA
KIYANOUSH GHALAVAND
Preface xi
6. the list as his affable nature made us always comfortable to ask
anything where we got stuck, and he left all work/engagements to
spare time for us. Then there are other professionals in the Panjab
University namely Prof. M.L. Sharma, Prof. J.N. Sharma and
Dr. Ashu Pasricha who gave their ideas and helped me to complete
this assignment. Dr. Charu Sharma is Associate Professor at Post-
Graduate Government College, Dharamsala (District Kangra, H.P.);
her wisdom and research experience guided us at every step of this
work, and we thank her for this voluntary help.
Our thanks are due to Mrs. Anjana Sharma and Dr. Anupama
S. Pathak—both experienced teachers and keen learners and engaged
in teaching occupation.
We thank Shri Abhimanyu K. Pathak for his computer related
assistance including page designing, and Shri Vipan Sharma for
correctly typing the manuscript in time.
Last but not the least, we are grateful to Mrs. Vidya Sharma,
extremely understanding and hospitable wife of Prof. K.C. Sharma,
for her support and encouragement.
We are grateful to Regal Publishers, New Delhi for agreeing to
publish this book as otherwise the book would not see the day out in
public hands without publishers’ cooperation.
K.C. SHARMA
KIYANOUSH GHALAVAND
xiv Human Resource Management and Professional Ethics (Vol. 2)