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COVER
STORY
Talent
Magnet: How to Attract and Retain Star Employees
-- PVL Raju
Any
organization committed to its mission and vision captures
the heart and soul of its workforce. Organizations that are
capable of retaining talented people believe that the key
to attract and retain the employees lies in some non-monetary
factors. Star performers stress more on the fundamental human
needs, which the organizations should oblige.
© 2004 IUP. All Rights Reserved.
COVER
STORY
Employee
Retention: Issues and Challenges
-- Dr. Amitabh Kodwani and S Senthil Kumar
Many
companies face the challenge of employee turnover, and incur
heavy losses. The employers provide several attractive packages
in order to retain the employee. Reasons for employee turnover
constitutes several controllable and non-controllable factors.
This article narrates the various issues concerning employee
turnover and suggests alternative measures to retain employees.
© 2004 IUP. All Rights Reserved.
COVER
STORY
Talent
Retention: Businesses Gotta Make Work Passionate
-- GRK Murty
Peter
Drucker observed in one of his books: "The two generally accepted
concepts of managing the worker-Personnel Administration and
Human Relations-see the task to be done as something one tacks
on to a business. Personnel Administration concerns itself
with activities and procedures such as hiring people, paying
them and training them. Human Relations, as the term is commonly
used, concerns itself with employee satisfaction, communication
and attitudes. Yet both approaches seem to agree that managing
workers and work does not require any change in the way the
business is being conducted. The tools and concepts needed
seem to apply equally to any business." As against this HRM
scenario, the approach to life has drastically changed in
the recent past: People are no longer working for money alone.
The result is: Employees moving out in search of newer pastures.
© 2004 IUP. All Rights Reserved.
COVER
STORY
In
Defense of Long-term Employment
-- Sireesha Mamidenna
It
is easier to retain an existing customer rather than lure
a new one believe marketers. The same applies to employee-employer
relationship too. The management practices adopted by the
Japanese enabled them to dominate certain markets. An organization's
first step should be to ensure that employees feel wanted
by the organization. Long-term employment serves to strengthen
the organization.
© 2004 IUP. All Rights Reserved.
COVER
STORY
Strategies
for Retaining Employees
-- Andrew Dutta
In
today's competitive world, a bitter truth needs to be digested
that organizations can't restrict employees from changing
jobs due to various reasons. Even the employers find it difficult
to attract new employees and to retain them. While they attract
the employees through numerous factors such as providing better
career growth, good salary, etc, they also need to retain
them by reflecting better understanding and changing employee
mindsets.
© 2004 IUP. All Rights Reserved.
PERFORMANCE
MANAGEMENT
Demystifying
Assessment and Development Centers
-- Dilip Dasgupta
It
is difficult for a person to function well unless he discovers
his potentials and competencies. Assessment and Development
(A&D) centers make their presence felt during the recruitment
phase and select the required candidates based on their `competencies'.
© 2004 IUP. All Rights Reserved.
PERFORMANCE
MANAGEMENT
Assessment
and Development Centers: An Assessment
-- Sumati Reddy
HR
recruiters are constantly faced with the challenge of fitting
the right candidate to a given job. While there are several
methods of assessment, no one method can completely assess
individuals in a fair, objective, and unbiased manner. An
improvisation over all these methods is the Assessment and
Development (A&D) center method, which uses a combination
of selection tools. There is significant research support
for this method which has been found to be a good predictor
of individual performance on the job. This article describes
the A&D center method, its origins, and advantages.
© 2004 IUP. All Rights Reserved.
ORGANIZATIONAL
BEHAVIOR
From
Ordinary to Extraordinary- Philosophy of HPWS Organization
-- S Deenadayalan and Ravi Bhuvaneshwari
The
journey from ordinary to extra-ordinary results in a flexible
customer and business-focused organization. In today's competitive
world, organizations acknowledge that lack of knowledge among
employees is no longer a barrier. High Performance Work System
(HPWS) is a model that emphasizes on employee welfare. The
best employee involvement mechanism is based on where living,
loving and learning intersect.
© 2004 IUP. All Rights Reserved.
STRATEGIC
HR
Your
Personal Strategic Plan
-- Gary Lockwood
The
world has become a complicated place to live in. A personal
strategic plan can help you gain clarity and focus on your
future. This article shows you how to create your Personal
Strategic Plan.
© 1997-2004 BizSuccess (www.bizsuccess.com). Reprinted with
permission.
COMPENSATION
AND BENEFITS
Organizational
Effectiveness and Ownership Beliefs
-- Sridhar Kunta
Employee
Stock Option Plan has been regarded as one of the chief motivating
factors for the employees of a company, but the same could
act as a complacency factor too. This article examines the
impact of employee stock option on the organization.
© 2004 IUP. All Rights Reserved.
GENERAL
MANAGEMENT
It
is Time to Tame Time
-- K Mallikarjunan
Time
flies swiftly, leaving a helpless man struggling at the rate
of 24 hours a day, 7 days a week and 365 days a year. The
article explains the terms `free time', `discretionary time',
and `time pressure illusion'. The life or death of a business
corporate depends on the effective use of production time.
Time spent on `obligatory activities' and `discretionary time'
should be controlled in desirable proportions.
© 2004 IUP. All Rights Reserved.
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