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A
Study on the Influence of Individual Work Values on the Choice
of an Occupational Career
-- Dr.
TG Vijaya
The
study attempts to analyze the influence of values on career
decision-making. The total consisted of 300 adult employees
categorized into six categories based on Hollands typology.
The participants were administered Super D.E. Work Value questionnaire.
Mean, Standard Deviation, ANOVA and Duncan's multiple range
test were used to analyse the data. The results clearly indicated
that the value profile of the employees in the six different
occupational categories differ significantly. It can thus
be concluded that occupational decision-making is influenced
by one's own work value system.
©
2004 IUP. All Rights Reserved.
Rhetoric
plus Reality: The New Age Mantra
--
Neerja
Verma and Ruchi Nagpal
HR
functions have constantly been pushed to be either black or
white. It is time to understand that grey is the color to
be reckoned with. We have derived a RQS funnel, which slots
the efforts of administrative type HR functions to R (Rudimentary),
and the clichéd brand building activities to Q (Quixotic).
S stands for Synergy, which is the utopian state, in which
efforts commensurate return on investment, dream company status,
high level of employee engagement, alignment of culture to
organizational objectives, exemplary people practices that
have evident linkages to the strategy and abundant trust etc.
HR function reaps higher credibility, respect, and value for
the HR function quid pro quo. It does not have to aim to create
just a good workplace by pampering its employees or servicing
with excellence, but has to create a great workplace that
generates branded work experience that delivers value to the
organization. This can be achieved if HR professionals deliver
against the action plan derived from the organizational commitments.
Following this, it is equally important that they measure
and communicate the process and the results to establish the
rationale.
©
2004 IUP. All Rights Reserved.
Performance
Management System on Development of Human Resources: A Study
in NALCO
-- Dr.
Sadananda Prusty
The
basic philosophy of the National Aluminium Company Limited
(NALCO) in the field of its human resources is to attract
competent persons with growth potential and develop their
skills and capabilities in a congenial work and social environment
through adequate opportunity for advancement. It strives to
nurse favorable attitudes among the employees and to obtain
their best contributions to the organization by providing
stable employment, safe working conditions, job satisfaction,
quick redress of grievances, good pay and fostering fellowship
and a sense of belongingness.
©
2004 IUP. All Rights Reserved.
A
Study of Communication in Emergency Situations in Hospitals
-- Amit
Banerjee
Communication
in an emergency situation in an organizational setup of a
hospital is of utmost importance. There are various requisites
such as scope for informality, presence of all patterns of
communication and overcoming all the possible barriers. Then
there are various requisites for effective communication.
If all the conditions are fulfilled and all barriers are overcome,
then only communication would be effective and the emergency
would not turn into a crisis. Communication in an emergency
situation should be synchronous. All horizontal, vertical
and diagonal means of communication should be available and
the communication network should be a completely connected
circular network. Barriers like filtering, emotional factor,
inconsistent verbal communication etc., should be overcome
in order to achieve the characteristics of effective communication
like coordination, confirmation etc. The final thing being
that the importance of feedback should be kept in mind.
©
2004 IUP. All Rights Reserved.
A
Study of Job Satisfaction in Relation to Experience of the
Employees, Region and Pervasiveness of the Organization
-- Dr.
Naval Bajpai
The
present study was designed to examine the regional differences
in job satisfaction of the employees of national and international
organizations having different levels of experience. For this
purpose, one national and one international organization,
situated in Chhattisgarh and Vindhya region were selected,
and 50-50 managers and supervisors were taken from each organization.
Subjects were further divided into two groups based on their
experience. Therefore, the study employed a 2x2x2 factorial
design, taking two levels of regions of the organizations
(i.e. Vindhya and Chhattisgarh), two levels of pervasiveness
(national and international) and two levels of experience
(low and high). A questionnaire developed by Sinha (1990)
was used to result job satisfaction of the subjects. Data
were analyzed employing three way ANOVA. Results reveal that
high experience subjects of international organizations showed
highest level of job dissatisfaction, while low experienced
subjects of national and international organizations showed
similarly lower job satisfaction. Similarly, subjects of international
organization, situated in Vindhya, showed highest job satisfaction
while subjects of national organization, situated in Vindhya,
showed lowest job satisfaction.
©
2004 IUP. All Rights Reserved.
What
it Takes for Team Empowerment
--
J
Mahesh Kumar
Macro
change drivers like global competition, information and technology
innovations, and demographic shifts have required organizations
to rethink their structures and processes. In particular,
the flattening and downsizing of organizations has led to
the empowerment of teams in an attempt to increase flexibility,
adaptability, customer responsiveness, and productiveness.
The formation of teams requires the presence of certain external
and internal conditions. The external requisites include support
and direction, such as congruence with strategy, top management
support, clear goals and parameters, and effective selection
of employees. The internal requisites include an emphasis
on preparation and training of employees through initial team
building and ongoing team development, and encouragement of
a continual reflective learning cycle. Without the internal
processes for team learning, even an initially successful
team may defeat itself and become unproductive, thereby discouraging
further support for team empowerment initiatives.
©
2004 IUP. All Rights Reserved.
Aligning
Employee Retention Strategy with Business Goals
--
S
Senthil Kumar and Dr. Amitabh Kodwani
Training
and development are crucial factors for the success of any
organization. Educated and skilled workforce will definitely
be a major factor in attaining organizational goals and objectives.
The advent of technology has revolutionized the training and
education areas. The technology has brought innovation, and
through sophisticated tools and methods, training can be easily
and effectively imparted to the required personnel. Training
can be customized and tailor-made depending on the requirements.
©
2004 IUP. All Rights Reserved.
Jack
Welch's Leadership Style
-- KBS
Kumar
Needless
to introduce a person of the stature of Jack Welch, but certainly,
there is a need to share the contributions of his leadership
and versatility to the organization, General Electric Corp.
Jack Welch transformed a $13 bn company into a $280 bn multinational
conglomerate by the dint of his unique leadership traits.
This case discusses the leadership qualities of Jack Welch
that made him the world's most admired CEO, who made General
Electric the most admired corporate.
©
2004 IUP. All Rights Reserved.
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