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COVER
STORY
Human
Resource Management in Education Sector
-- S Chandrasekar
The
article deals with the prevailing scenario of `education to
all' and the task of managing, recruiting and retaining the
huge number of teachers required for handling the delivery
of education. It investigates into why teachers migrate abroad.
It throws light on an effective HRM system needed for the
mass recruitment drive and rationalization of teaching positions
across the country.
© 2008 IUP . All Rights Reserved
COVER
STORY
Global
Learning and Education for the 21st Century
-- M Gail Derrick and Paul B Carr
How
learners interact in the current and a future world system
will require educators and policy-makers to shift to new ways
of teaching and to embed contemporary skills, attributes and
qualities such as creativity, curiosity, self-direction, problem-solving
and persistence in learning. These considerations in conjunction
with the needs, characteristics and barriers to learning are
even more important with adult learners in the 21st century.
© 2008 IUP . All Rights Reserved
RECRUITMENT
AND SELECTION
Staffing
for Better Results : Key Practices of High Performance Managers
-- Clinton O Longenecker and Jack L Simonetti Bonnie Hagemann
Organizations
are constantly looking for opportunities to create competitive
advan-tage. This article reviews and highlights the `best
practices' of a sample of over 2,000 high perfor-mance business
leaders concerning the issue of progressive staffing. The
findings make it clear that result-oriented business leaders
take great care in: planning and anticipating staffing needs,
developing and employing effective selection hurdles, and
developing work schedules. All these activities are paramount
in creating high performance and require a partnership and
teamwork between HR professionals and line managers. It also
provides practitioners with an opportunity to assess the extent
to which their organi-zation is effectively employ-ing these
key practices.
© 2008 IUP . All Rights Reserved
CAREER
DEVELOPMENT
High
Impact Career Development
-- Bonnie Hagemann
Through
Executive Develop-ment Associates (EDAs)' high-potential work
and research, we have noted a significant gap between the
number of prepared leaders needed and the number of people
who will be capable of filling the need. The good news is
that leading organizations are gearing up for the challenge
with new and innovative ways of developing leaders through
career and leadership development strategies, systems and
programs.
© 2008 IUP . All Rights Reserved
LEADERSHIP
Leadership
When the Heat's On : The Emerging Leader Process
-- Danny Cox
The
easiest part of the recruitment drive is to have a selection
process and to have a new team. Deciding who can best handle
the job and/or is going to contribute the most to the team's
effort is more difficult. With 10 leadership characteristics
as your guiding pillars, you can lead successfully. These
are, energy, integrity, having right priorities, being coura-geous,
and creative, unwa-vering commitment to work, contagious enthu-siasm,
goal orientation, level headedness and a very strong desire
to help others, etc.
© 2008 Danny Cox. All Rights Reserved.
CREATIVE
MEASURING
Measuring
Creativity
-- Nel M Mostert
Measuring
creativity in an organization is a big challenge. Once measured,
it's easier to start influencing and set actions for improvement.
This article gives eight different levels where organizations
can measure the creativity of their organizations and employees.
The eight levels are in the areas of creativity, idea management,
problem solving sessions, teams, individuals, ideas, sources
and emotions. This article does not promise to be complete
in the overview of where to measure and look for creativity;
it is merely intended to help find the answer to the questions,
"What do we mean by creativity in an organiza-tion?" and "How
to improve creativity in organizations?"
© 2008 IUP . All Rights Reserved
DIVERSITY
MANAGEMENT
When
French Companies Hesitate to go Beyond Good Intentions and
Charters Concerning Diversity Management...
-- Philippe Pierre and Evalde Mutabazi
More and more French companies are seeking to integrate
into their HR policy actions related to diversity which are
evaluated and used as the basis of medium- term partnerships
with associations, consultants and recruiters. This article
aims at motivations behind Diversity Management in France
and proposes four different policies. It also emphasizes the
increasing part of the struggle against discrimination (people
coming from "visible minorities", victims of exclusion on
the grounds of religion, sexual orientation, weight or disability...)
and the social responsibility of business in French companies.
© 2008 IUP . All Rights Reserved
DIVERSITY
MANAGEMENT
Diversity
Management in Europe: A Viewpoint
-- Stefan Groschl
This
article discusses Diversity Management (DM) trends in Europe
and argues that so far many of the organizational responses
to Europe's increasingly diverse workforce are reactive and
embryonic. Europe is either not ready for a diversity management
approach based on the Anglo-Saxon concept of diversity or
needs to find other ways of dealing with its employee diversity.
© 2008 IUP . All Rights Reserved
HR
MEASUREMENT
The
Importance of Measurement in HR
-- Vivekananda
Drawing insights from a recent survey on the perception
of HR, this article highlights the importance of measurement
in HR. It traces the initial attempts at measuring intangibles
to the current adoption of different scorecards like balanced
scorecard, HR scorecard and workforce scorecard. These scorecards
have been discussed with the objective of highlighting the
increasing trend towards adopting measurement techniques to
quantify the HR function to some extent with the objective
of making an impact on organizational outcomes.
© 2008 IUP . All Rights Reserved
EMOTIONAL
CONTROL
TQM
for Managers
-- Vikram K Joshi
Total
Quality of Mind (TQM) is the equilibrium of mind through which
excellence can be attained in the era of competition. A manager
with TQM has a regulated mind which is an essential requirement
of self-control. A manager with regulated mind only can be
a better decision-maker as well as an ethical leader. Knowledge,
self-determination, action, wisdom, ethics, values, introspection
and self-appraisal are the important tools for attaining TQM
and excellence in today's dynamic corporate world.
© 2008 IUP . All Rights Reserved
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