COVER STORY
HRIS: An Approach to Leverage IT
in Human Resource Management
-- Garima Tyagi
In today's globalized environment, the effective use of information technology has
become the key element for the successful implementation of the human resource
management function. HRIS is the use of technology for managing human resource functions. This
article focuses on the importance of HRIS for organizations and explains how HRIS can
improve the human resource management function and also help the organization meet
its business goals.
© 2010 IUP. All Rights Reserved.
COACHING CULTURE
Creating a Coaching Culture : An Utmost Necessity
-- NR Aravamudhan and Dr. MSR Mariyappan
Coaching is increasingly becoming popular as a development tool. For organizations
that want to engage employees, increase satisfaction and improve morale levels of
employees, build collaboration and teamwork, creating a coaching culture is the solution. A
coaching culture can prove to be a magic wand to solve all individual and
organization-specific performance woes that continue to haunt organizations. This article traces the
strategies that are essential to foster a coaching culture within organizations.
© 2010 IUP. All Rights Reserved.
EMPLOYEE QUOTIENT
Enhancing Employability with EQ Management
-- Snigdha Mohapatra
Enhancing employability is the buzzword in a recessionary phase. In this crucial
phase, managing Emotional Quotient (EQ) is one of the keys to enhance one's
employability. Emotional quotient is the use of the right emotion at the right time at the right place
and with the right intensity. Learning the skills of EQ management can save the shrinking
boat of an aspirant in this competitive job market.
© 2010 IUP. All Rights Reserved.
EMPLOYEE RETENTION
Employee Retention : An Issue After the Storm
-- Dr. G C Nag
While the global economy has begun to show signs of improvement, companies are
facing a huge challenge of retaining talent and arresting attrition. Right from the
blue-collar workers to senior level executives from banking, IT and other sectors, all are today
moving out from their organizations in search of `greener pastures' leaving the companies in
a lurch. This article discusses the current challenges faced by the companies and the
steps that could be taken to control attrition, if not eliminate it totally.
© 2010 IUP. All Rights Reserved.
RE-EMPLOYMENT
Re-employment or Rehiring : A Business Need?
-- S Murali and Sundar Vijaynagar
The practice of re-employment, otherwise known as rehiring, has been a common one
in the industry for a long time now. Although rehiring the erstwhile employees
appears relatively simple in nature, there are many legal, business and other organizational
aspects which must be taken into account before decisions pertaining to the same are made
and implemented. Thus, over the years, rehiring has become more and more driven by a
well-measured and weighed HR policy framework. Such a policy framework becomes
imminent as organizations of today are forced to become more transparent in their
employment policies and practices. In addition, the shortage of talent and willingness of a candidate
to rejoin poses a ticklish question of whether or not to rehire to the employer.
© 2010 IUP. All Rights Reserved.
HR IN RETAIL SECTOR
HR Dilemmas
in the Indian Retail Sector
-- Reena Shah and Pooja D Kunwar
Globalization and liberalization of the Indian economy have brought about a plethora
of demographic changes that have fueled the growth of the retail industry in India. The
retail sector is one of the largest industries of the country and the second largest employer.
Human resource management is extremely important in this sector as it operates in a
distinctive environment. Of the many challenges that this industry faces, talent crunch is the
most significant. This article examines, in detail, the unique HR dilemmas faced by this sector
and the actions that are being taken by organized retailers to counter the dilemmas.
© 2010 IUP. All Rights Reserved.
CSR
CSR : Can It Survive the Global Economic Recession?
-- M Jothi
In the present era of globalization, the economy is changing because of the
recent economic downturn, credit crisis, and collapse of big financial institutions.
Business confidence around the world has diluted and pressures on company budgets are
rising rapidly. In these tough times, business enterprises are most probably thinking about how
to survive, rather than how to concentrate and invest on CSR activities. In this
perspective, this article conceptually aims to portray the status of CSR in times of global
economic recession. Furthermore, with the help of a conceptual apparatus, CSR has been
classified into three typesPhilanthropic, Strategic and Embedded, to effectively address
the influence of recession on CSR.
© 2010 IUP. All Rights Reserved.
CASE STUDY
Jet Airways' Labor Dispute:
Trade Unions and India's Labor Conundrum
-- Vivek M V
Disputes in domestic and multinational companies in India are on a rise since 2008. Citing
a plethora of faults with employers, the labor community, represented by
various organizations ranging from local trade unions to officers' associations have engaged
in many strikes and protests. While Jet Airways' pilots went on a strike for five days,
there were millions of passengers who landed up in trouble. The results? Bad reputation
for boththe company and the employees plus great monetary loss. While India's
age-old labor laws stand safeguarding the interests of the supposedly less powerful
`employee' community with a few amendments over the years, ironically, the labor unrest is growing
in the country. Is it time to modify India's labor laws? Who is on the wrong side, employees
or employers? The case study deals with the labor laws in India and its effect and influence
in the modern day trade unions and businesses. Explaining the case of Jet Airways
labor dispute in 2009, the case brings in the issues of increasing labor discontent and makes
a case for why a major reform in labor legislations is required.
© 2009 IBSCDC. All Rights Reserved.
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