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Management

HRM Review


November'07
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Managing Diversity
Workforce Diversity
Leaders and Followers in an Ethical Culture
Creating High Performance Work Systems
Emotional Intelligence : Thrust for Successful Leadership
Handling Difficult People
Strategic Compensation Management : Concept and Practices
Rupee Appreciation and Human Resource Management in Indian IT Industry
HR Issues and Challenges : Indian Armed Forces
Managing the Talent Crunch : The Smart Approach
Employee Competency and Trust Management
Retention, the HR Mantra of Today!
     
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Managing Diversity

-- Mendemu Showry

As the wave of globalization sweeps across organizations, there is a convergence of workforce from diverse countries, cultures, values, styles, etc. Such convergence of distinctly different people presents tremendous opportunities as well as challenges to the HR people. Organizations can derive unassailable lead in the marketplace when they have in place effective Human Resource Management practices and diversity initiative that accepts differences, values equality and creates preferred places to work. The article explains the importance of diversity, ways of managing it and challenges therein.

Article Price : Rs.50

Workforce Diversity

-- Umanath

Diversity describes the spectrum of human similarities and differences. "As defined by the workplace diversity network, it refers to the composition of people associated with the organization, configures opportunity, interaction, communication, information and decision making to utilize the potential of diversity." As we deal with various countries and people, there is a big difference between accepting employee diversity and embracing it. To manage workforce diversity one has to be responsive to age, gender, race, ethnicity, religious, socio-economic and other non-tangible attributes of the person in the organizational setting.

Article Price : Rs.50

Leaders and Followers in an Ethical Culture

-- Melody Avery Cazort and Bramwell Osula

This article argues that leaders can create better organizations by initiating a mutually shared ethical culture with their followers or employees. By sharing a joint ethical framework and generating positive relationships, bonding and cohesion develop which promote organizational culture. While organizations scramble for ways to optimize success, they consistently disregard or denigrate the value of their human capital and the gains to be made from building trust and positive values. In other words, companies often forget what makes success or failure: its people. As a result, organizational problems arise from widespread unethical workforces. Developing a collective ethical culture is one long-term solution to many of the problems witnessed by organizations. In this article, a business tool is introduced, that suggests ways in which a communal culture might be created. The solutions offered here aim at bringing people together to develop a preferred culture that is appropriate to their organizational needs.

Article Price : Rs.50

Creating High Performance Work Systems

-- Sivaram Tekuru

High performance work systems (HPWS) are imperative in this competitive world. Organizations must focus in the context of real life and real time challenges. HPWS is a combination of various functions of HR that focuses on the performance of the employee through increased knowledge, skills and commitment towards the organization. The proposed changes should be driven from the top and fueled thoughout an organization. According to Keith Denton, HPWS are those organizations that employ a fundamentally different approach to managing than the traditional piece-meal approach. Components like people, technology or even the managers treated independently work bureaucratically and when integrated make the system work effectively and result in less attrition, more productivity and profits to organizations.

Article Price : Rs.50

Emotional Intelligence : Thrust for Successful Leadership

-- Neha Amar

Emotions are very critical and play an active and decisive role in everyone's daily life-both personal and professional. Human resource can be considered as one of the most dynamic and unique resource bases of any organization as organizations are becoming more people-centric in this globalized world. Emotional intelligence is all about understanding and exploiting one's own and others' emotions for the personal and professional benefit. Emotionally intelligent workforce can be thought of as core competence of an organization as it is linked with effective leadership and organizational performance.

Article Price : Rs.50

Handling Difficult People

-- Niharika Joshi (Bhatt)

The organization's social environment, which consists of different types of people, may have a lot of effect on the performance of an individual. The environment may sometimes consist of people who seem to be unnecessarily nagging you and making things difficult for you for obvious or non-obvious reasons. If not handled well, these people may make you feel demotivated. This article tries to throw light on the causes and management of difficult behavior.

Article Price : Rs.50

Strategic Compensation Management : Concept and Practices

-- Shubhasheesh Bhattacharya

Earlier, many business organizations did not find the need for spending high level of effort, energy and time on the `Strategy' part of compensation management, as they did in areas like selling and marketing of products and services. One major reason for this is that the results and gains of strategic compensation management are difficult to measure and are intangible. Whereas, the results of the efforts in areas like selling and marketing are comparatively easy to measure. In addition to this, earlier, the economy was manufacturing-based while today's economy is knowledge-based, where manpower is the most important resource. So, with the increasing demand for talented manpower, the missions and the business strategies of the companies are being defined more clearly. Today, it is a necessity to use the compensation management as a strategic tool for the organization.

Article Price : Rs.50

Rupee Appreciation and Human Resource Management in Indian IT Industry

-- V Pandiraja

The currently appreciating rupee against dollar has exposed the vulnerability of the rising stars of Indian economy: IT, ITES and BPOs. The impact is multi-dimensional ranging from plummeting the profits of the IT companies to depletion of talent pool of these companies due to attrition. The impact is widespread and even the top four giants of Indian IT industry, TCS, Infosys, Wipro and Satyam, have not been spared. Attrition in the IT industry is not an uncommon one but the pace of attrition in the first quarter of the financial year 2007-08 reveals a different story. There were some cases of forced attrition. All the top four Indian IT firms are gearing up their human resource management strategies for adjusting to the unique situation created by rupee appreciation. Other strategies like new contract acquisition and hedging are used to mitigate the effect of the new challenge of rupee appreciation.

Article Price : Rs.50

HR Issues and Challenges : Indian Armed Forces

-- Col. PSV Ramana

There has been a yawning gap between what is known to the general public, its expectations about the Armed Forces of the country and their HR practices. While it is reasonable to expect sensitive defence and security related issues to be kept out of public glare, subjecting the issues at large and challenges the Armed Forces face in their HR domain to academic debate would be mutually beneficial. Certain important HR issues and challenges like selection and recruitment, training and development, performance management, stress management and post-separation HRM are discussed and insights thereof provided.

Article Price : Rs.50

Managing the Talent Crunch : The Smart Approach

-- S Murali

The entire industry and employers are today crying about the great Talent Crunch. i.e., the lack of availability or short supply of educated, skilled and ready-for-job candidates who are required to meet the growing work needs of the industry in various sectors of our economy. Every seminar on HR generally has some subject connected with this issue. Many experts feel that there is an acute shortage of right type of talent and hence an urgent need for action plans to counter the effect of Talent Crunch at workplace. The realization seems to have dawned on many employers that certain short-term and long-term measures need to be initiated both within and outside the organization to alleviate the ill effects of such Talent Crunch. This article tries to examine this issue in greater depth across sectors and across various constituents that come into play to render Talent Crunch ineffective. Certain specific measures as suggested by industry experts are also included as part of the approach.

Article Price : Rs.50

Employee Competency and Trust Management

-- Smitha Das

The article gives an idea about the importance of employee competency development in building trust among the staff. It explains the process of competency mapping and creates awareness about the competency gap analysis that helps the workforce to identify its strengths and skills, perform as per the needs and wants of the employer. It helps in making the employees loyal and trustworthy. It also discusses some training and development practices imparted by the organizations to make the employees knowledgeable, skilled and competent. It points out how a firm can build employee trust by showing keen interest in his professional development.

Article Price : Rs.50

Retention, the HR Mantra of Today!

-- Sai Lakshmi

Show a fresh graduate a `No vacancy' board and she'll probably burst out laughing. Better still, she might just go and join that acting course she's been dying to attend. In times like these when fresh-faced undergraduates are being wooed off their campuses and middle-level managers choose between multiple job offers, the buzzword is retention. The market belongs to the employee. Just a few years ago, the word `job-hunt' meant exactly that. A dearth of opportunities, endless bargaining on salary, being caught in the vicious `no-experience-no-job-no-experience' cycle were just a few of the challenges a job-seeker faced. But not anymore! This article explores several techniques followed by employers to retain and to engage their best talent. After all, there's nothing as good as having an employee married to the organization!

Article Price : Rs.50

Mattel's Workforce Strategy

-- K Mallikarjunan

Mattel, the world's largest toy company designs, manufactures, markets, and distributes a wide variety of toys and games in 150 countries. CEO Jill Barad's (Barad) growth-by-acquisition strategy has misfired and the company has posted hefty losses. Robert Eckert (Eckert), who replaces Barad as the CEO in May 2000, has decided against a cost cutting strategy to shore up profits. Instead, he focuses on human resource (HR) management to turn the ailing company around. Eckert commissions a global internal survey to understand what Mattel has been doing right and what it has been doing wrong from the perspective of workers. He tries to unify the workforce by creating tangible development programmes to generate a more skilled and competitive workforce and establish metrics to understand how the workforce is performing. He also sets up a systematic succession strategy to retain Mattel's homegrown talent.

Global Executive Summaries

  • Stress Management Strategy and Techniques
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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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