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INDUSTRY INSIGHTS
Process Improvement : A Measured Approach
-- Ritwik Mishra and Malini Sreebhashyam
Satyam Computer Services
Limited expanded its world
wide operations at a rapid pace from 28 countries in 2004
to 65 countries in 2008. Over the last couple of years, the revenue
distribution has changed with approximately 60% of revenue coming
from US, 20% from Europe and 20% from the Rest of the World
(RoW includes: Asia PAC, Middle East, and Africa).
© 2009 IUP . All Rights Reserved.
COVER STORY
Induction: A Lot More Than a "Welcome Package"
-- Vivekanand and Sanghamitra Dhar
This article focuses on the critical aspects of an induction program which specifically
targets the new hires of an organization and how an organization can redesign its induction
program, with the use of different models available in literature. This would lead to easier transition of
the new hires to their jobs.
© 2009 IUP . All Rights Reserved.
COVER STORY
Employee Induction and Orientation : Psychological Perspective
-- K Mallikarjunan
A new recruit in a workplace may have all the natural qualities, but for serving the needs of
a successful enterprise, he should develop appropriate attitude and commitment in
work. Induction and orientation programs inculcate such traits by giving the employee, a
psychological perspective of: (i) his relationship with his work environment, and (ii) the
employer's expectations from him. Such programs improve the employee's functional efficiency and
also benefit the employer's in terms of productivity. Hence, an intelligent employer ensures that
his employees invariably undergo the induction and orientation programs.
© 2009 IUP . All Rights Reserved.
STRATEGIC HRM
Baby Boomer Generational Impact on Human
Resources Theory
-- Daniel W Keebler
The baby boomer generation is beginning to exit the workforce as they reach retirement
age. Human resources management is faced with a large workforce reduction and
strategic initiatives need to be put into place to address this problem. This article reviews current
studies and research performed on the baby boomer generational impact to human
resource management and the current strategic theories and views that human resource leaders need
to adopt in order to remain competitive in today's global marketplace. The review of
literature covered in this article includes: multigenerational issues, diversity, employee attraction
and retention, developing an organization, strategic alignment of human resources, and seeking
a competitive advantage.
© 2009 IUP . All Rights Reserved.
SOFT SKILLS
Hard Case of Soft Skills : A Critical Review
-- V Veera Balaji Kumar
The article explores the methodology to be adopted while imparting soft skills training
to employees. It reviews the learning theories relevant for training and explores the possibility
of their implementation in Soft Skill Training (SST). It identifies Bandura's Social Learning
Theory as the ideal model for SST. The role of a soft skills trainer is to provide role models for
learning soft skills, by either presenting himself personally or by inviting role models as guest faculty.
© 2009 IUP . All Rights Reserved.
LEADERSHIP
Leadership Style and Leadership Motivation : An Ad-Hoc Choice of Style to Meet
Short-Term Organizational Goals
-- Jay A Dewhurst
This article discusses how an organization's ad-hoc needs motivate the leader to choose
a leadership style, such as authoritarian, participative or delegating that may or may not be
typical or appropriate for long-term needs. These motives, which include the motivation to: a)
control and limit variables, b) expand influence through others, and c) expand influence by
replicating self, are influenced greatly by temporary changes in an organization's operations and
may include emergency situations, as well as one-time revenue opportunities. Regardless of
the situation, a leader's typical style, motivated by normal circumstances, must be flexible
and change according to temporary needs. Scenarios are presented to examine
possible situational or ad-hoc style changes and their accompanying challenges.
© 2009 IUP . All Rights Reserved.
LEADERSHIP
Physicians
as Leaders : What's Missing?
-- Charles Saunders and Bonnie Hagemann
Physicians are experts in their specific knowledge base. When they have to assume
leadership roles in their profession, they require a new set of skills and knowledge to perform
well. Physicians have to update themselves in order to keep pace with the changes in the field
of medicine. The physician as a leader should be open to new skills. Hospitals must invest in
this development in order to make the physician successful in the new position.
Attending meetings and courses must be encouraged. Individual coaching and mentoring will be
very helpful. Hospitals that invest in physician leadership will, not only become fiscally sound,
but also provide a higher quality of patient care.
© 2009 IUP . All Rights Reserved.
EMPLOYMENT ENGAGEMENT
Engaged Employees : Carrying High Degree of Organizational Pride
-- Priyanka Rawal
Organizations are on a hunt for people who are generally enthusiastic to come to work
every day and are highly passionate about their work. There is a growing need of employees who
are proud to be associated with an organization. A willingness to "go the extra mile" is what
is required from today's employees. Having an emotional connection with the work enhances
a level of involvement with the job, as well as adds to the success of any organization. This
article focuses on the need for such employees and how their presence can improve the progress
and work efficiency of the organization on the whole.
© 2009 IUP . All Rights Reserved.
EMPLOYEE INVOLVEMENT
Employee Involvement : Key of Success in Change Management
-- Sumita Vyas
The hard pressing challenge in today's competitive world is the success of
change management. Each organization has to transform with time, failing which, it should be ready
for the risk of being tagged as archaic by the more innovative entrants in the market. Change
is must, at the needed hiatus. Change could be effected in the holistic policy and system, in
the set-up, in the structuring of staff including outsourced staff, etc. This calls for a
well orchestrated approach, identifying components of structure and networks appropriate to
the organization, and then leveraging them.
© 2009 IUP . All Rights Reserved.
EMPLOYEE EMPOWERMENT
Employee Empowerment Strategies
-- Sandeep Ray Chaudhuri and Ishita Mukherjee
The term empowerment has been referred to as the managerial buzzword of the early 1990s.
It is often considered as a panacea for all organizational problems. Contrary to the popular
notion that the manager has to suitably empower the people who report to him, it comes from
within the individual. The formulation and implementation of empowerment strategies have
been shown as important components of managerial and organizational
effectiveness. Empowerment strategies must be initiated by the top management, keeping in mind,
the employee and management concerns.
© 2009 IUP . All Rights Reserved.
HUMAN CAPITAL MANAGEMENT
Human Capital Management : A New Approach to People
-- S Aramvalarthan and Jose Jacob Kalayil
Human Capital Management (HCM) treats people management as an important strategic
issue that aims at value-creation by effective utilization of human resources to achieve
business goals. It involves five strategic domains: leadership capital, structural capital, workforce
capital, cultural capital and intellectual capital. HCM is broader in scope than human
resource management. HCM involves several steps: developing a HCM strategy, developing
measures to monitor the execution of the strategy, benchmarking the strategy, implementing the
strategy and reporting on achievement. Implementing excellent HCM maximizes value added at
each stage and ensures that people become the basis for competitive advantage in an
environment, where all other sources of competitive advantage have become less important.
© 2009 IUP . All Rights Reserved.
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