|
COVER
STORY
Next
Generation Talent Management : A Global Challenge
-- William J Rothwell
Most
business authorities believe that Talent Management (TM) has
emerged as an important global business challenge. In developed
economies, employers anticipate many experienced workers to
retire, creating a vacuum of talent that will not be easy
to fill; in developing economies, talent needs are fueled
by explosive business expansion and pending waves of retirements.
Typically, TM has focused on attracting, developing and retaining
talented people. But that is not enough for the future. Organizations
will need next generation talent management.
© 2008 IUP . All Rights Reserved
COVER
STORY
Talent
Management or Leadership : Some Profound Considerations for
the Human Resources Practitioner
-- Paul B Carr and Dennis C Rittle
Talent
management is an elusive construct if one takes the time to
actually think about an operational definition of this entity.
It is essential to think about several aspects of this construct
if one is going to actually implement a talent management
program within an organization. This article delves into this
elusive construct and offers some insights into talent management
or leadership.
©2008 IUP . All Rights Reserved
EMPLOYEE
ENGAGEMENT
Engaging
Employees to Drive Global Business Success : Insights from
Mercer's What's WorkingT Research
-- Paul M Sanchez
Employee
engagement fosters and drives discretionary behavior, eliciting
employees' highest productivity, their best ideas and their
genuine commitment to the success of the organization. Engagement
contributes significantly to an organization's performance,
leading to improvement in service quality, customer satisfaction
and long-term financial results. All other factors being equal,
it also serves the individual, fulfilling a basic human need
to be connected to worthwhile endeavors and make a significant
contribution. In short, engagement is good for the company
and for the employee. This article throws light on the drivers
of employee engagement.
© 2008 IUP . All Rights Reserved
SOFT
SKILLS
Assertiveness
: A Managerial Tool for Success
-- Shyamola Khanna
In
India a child is not encouraged to be assertive-we are not
allowed to express our true feelings, thoughts, etc. Learning
to be assertive can help you grow as a person and feel more
confident. But once you have acquired the skill of being assertive,
you have to use it very judiciously, without hurting those
who care for you.
© 2008 IUP . All Rights Reserved
ORGANIZATIONAL
DEVELOPMENT
Organizational
Effectiveness with Uniqueness : The Signature Experience
-- BV Sandhya Vani and D Srinivas
The
products and services marketed by an organization are after
all the result of the creativity and ability of its talented
employees. The competitive advantage is created by these talented
employees who are sharing their values with those of the organization
and have the enthusiasm for work to self-select into the organization,
thereby creating the foundation for highly productive employee-employer
relationships and thus paving the way for organizational effectiveness.
This article sheds light on how employer branding or the signature
experience is created and effectively communicated to attract
and retain the customers by attracting and retaining the best
talent within the organization.
© 2008 IUP . All Rights Reserved
PERFORMANCE
MANAGEMENT
Performance
Counseling : A Panacea for Managerial Dilemmas
-- Prabhi G and C Naga Pavan
In
this competitive era, organizations are focusing on managing
the resource generators (employees) and improving their productivity.
Employees are the creators of a successful organization. It
is the responsibility of the management to ensure the satisfaction
of the employees and thereby improve the productivity. One
of the tools available to managers for motivating and satisfying
the employees is performance counseling. This article dwells
on the need for counseling as a structured intervention mechanism
and effectiveness of counseling in improving the productivity
of the employees.
© 2008 IUP . All Rights Reserved
RECRUITMENT
Online
Recruitments : Going Forward
-- Siddarth Baliga
With
the advent of online recruitment, hiring has become a lot
easier and quicker. The article discusses the factors affecting
online recruitment and its growth prospects in India. The
recruitment is the process of finding and attracting capable
applicants for employment. When new employees are required
the process of recruitment is initiated by inviting applications/resumes
from the prospective employees. Thus, a large database of
resumes is created.
©2008 IUP . All Rights Reserved
WORKPLACE
ISSUES
Managerial
Causes for Counter-Productive Behavior of Employees
-- R Krishnamurthi
There
are several reasons for counter-productive behavior of employees
at the workplace. This article deals exclusively with the
managerial causes for the problem. Based on a survey, it has
found five such causes and offers suggestions to minimize
the chances of such behavior.
© 2008 IUP . All Rights Reserved
WORKPLACE
ISSUES
The
Science of Ergonomics
-- Asmita Jha
Nowadays,
new health problems such as musculoskeletal disorders and
repetitive strain injury are cropping up. These injuries are
usually caused due to bad office ergonomics, This article
highlights the importance of ergonomics and proper workplace
arrangements such as arrangement of tables, chairs, computers,
keyboards, mouse, etc.
© 2008 IUP . All Rights Reserved
MULTIPLE
INTELLIGENCES
Wheels
within Wheels : Exploring the Basis of the Theory of Multiple
Intelligences
-- Menaka Rao
The
theory of Multiple Intelligences (MI) attracts controversy
for want of empirical evidence. With the advances in developmental
and cognitive Psychology, the MI is viewed purely as a tool
to improve one's obvious and inherent abilities. This article
emphasizes that intelligence cannot the judged as a single
cognitive profile but multiple in nature.
©2008 IUP . All Rights Reserved
CASE
STUDY
KAO
Corporation: A Model of Learning Organization
-- Swarup Kumar Dutta
KAO
Corporation has thrown open itself and its people to the invigorating
force of continuous learning. It recognizes the need to view
the company as an educational institution and understands
that competitive advantage flows from people's ability to
constantly enhance their knowledge and skills. This case study
dwells on a set of attributes that differentiate KAO Corporation,
a learning organization which not only `learned' but `learnt
how to learn', from other companies.
©2008 IUP . All Rights Reserved
|
