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COVER STORY
The Adaptability Styles of International Careerists
-- Philippe Pierre and Evalde Mutabazi
Based on 120 semi-structural interviews undertaken with the
personnel of a large French multinational petroleum corporation, 86 of whom were non-French internationals, this
article identifies how non-host country internationals maintain their national identities while adapting
to the corporate and national cultures in which they reside. A truly international career is a
trade-off between numerous professional and personal life choices. Five identity strategies
are delineated: conservatives, defensives,
opportunists, transnationals, and converts. How exercising corporate power, living within the family, and being part on an ethnic peer group,
all impact adaptability are discussed, as are the action implications for international human
resource managers.
© 2010 IUP. All Rights Reserved.
EDUCATION REFORMS
Education Sector Reforms : HR Perspectives
-- Dr. (Col.) VRK Prasad and Mohd Abbas Ali
Education reforms are making India's classrooms undergo a sea change in numbers
and otherwise. Higher education appears to be on top of the agenda, with more universities
and institutions of higher learning getting established under both public and private categories.
All these efforts may not yield the desired results if they are not adequately staffed with
quality faculty. A teacher deserves to be cared for just like any other employee of an organization.
© 2010 IUP. All Rights Reserved.
EMPLOYEE ONBOARDING
Employee Onboarding : Building Long-lasting Relationships
-- NR Aravamudhan
Though this may sound cliched, the first impression is the best impression. This statement
has greater resonance in the case of talent management. Many researches have suggested that
new employees decide to stay on or leave a company within the first six months of joining
it. Consequently, employee onboarding has become the new buzzword. This article details
the relevance of onboarding, its benefits, and how a ubiquitous employee onboarding program
is rolled out in a company. The article also traces a few serious mistakes that may throw the
program out of gear.
© 2010 IUP. All Rights Reserved.
EMPLOYEE OBSOLESCENCE
Addressing the Issue of Employee Obsolescence
-- Marianne Simon
Employee obsolescence is an issue that each organization and individual has to take
seriously. The revolutionary growth of information, rapid technological change and the dramatic shifts
in labor force distribution has made the dangers of skill obsolescence and eventual job loss
a reality for many employees. The need for retraining will continue to increase. People must
be creative in everything that they do, be it innovative thinking, their mind, skills or
competence. Continuous learning will assist in updating knowledge and keeping up with the latest
trends. Therefore, the expansion of new knowledge and the potential deterioration of previously
held expertise can be addressed through continuous learning. Learning does not stop
for employees after their education or training is completed, it is a continuous process.
© 2010 IUP. All Rights Reserved.
BEST HR PRACTICES
Best Practices of HR in Service Sector : An SME Service Industry Perspective
-- Tilly Chacko M
This article has been written based on the Human Resources (HR) practices followed by
an SME service industry. It tries to reveal the HR practices, where some of the best practices
are followed to maintain a peaceful atmosphere and good working conditions. This will help
the SME managers to get an insight in order to improve their efficiency. It mainly discusses the
HR mantras of the company and the HR strategies that they follow - Recruitment,
Induction, Learning and Development, Communication Channel, Performance Management
System, Compensation Management, Motivational Initiatives, and Retention Strategies.
© 2010 IUP. All Rights Reserved.
OFFSHORE OUTSOURCING
An Analysis of Offshore Outsourcing
-- Soni Agrawal
Outsourcing became popular in the 1990s. Most of the literature based on outsourcing
defined various faces and tried to show reasons and benefits of outsourcing. With the passage of
time, new words, such as Business Process Outsourcing (BPO), Knowledge Process
Outsourcing (KPO), Legal Process Outsourcing (LPO), etc., came into existence. This article establishes
the differences between BPO and KPO.
© 2010 IUP. All Rights Reserved.
PERFORMANCE METRICS
Performance Appraisal : Key to Organizational Success
-- Itishree Mohanty
The latest mantra being followed by organizations across the world is
- "Get paid according to what you contribute". Organizations are paying more attention to performance management
and specially to individual performance. So, if the process of performance appraisal is properly
structured, it will help employees understand their roles, responsibilities,
enable them to align their individual performance with the organizational goals and also
help review their performance. This article focuses on the importance of performance appraisal in achieving organizational success.
© 2010 IUP. All Rights Reserved.
CASE STUDY
Rational vs. Intuitive Decision Making: Dilemma at Nemesis
-- MV Vivek and Vara Vasanthi
This case study tries to analyze the decision-making process from different angles. It
deals with the rational and intuitive styles of decision making. After taking charge as the
Vice President of the Indian division of Nemesis Telecommunications, a
multinational telecommunication company, in March 2009, Kenny Anderson (Kenny) was asked by,
the President, Srujan Banerjee, to conduct a workshop on decision making for the regional
heads of the company. The company gave enough freedom to the regional heads to make
decisions in their region. Two of the regional heads, Rahul Saxena (Rahul) and Ignatius Sam
(Ignatius), had very good track records because of their decision-making ability. Both used
contrasting decision-making styles - Rahul used rational and Ignatius used intuitive
decision-making style. Banerjee, however, believed in a more holistic approach to decision making and
he wanted Kenny to propagate the same in the workshop. The case study presents
two dilemmas - Is there one particular decision-making style which can be applied to
any situation or industry? What are the pros and cons of using only rational or intuitive
decision-making styles?
© 2009 IBSCDC. All Rights
Reserved.
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