Challenges of Building an Ambidextrous Organization
-- Swarup Kumar Dutta
The broad predicament confronting managers and organizations is that in the short run they must constantly imbibe the world of evolutionary changes to increase the fit of strategy, structure and culture, while in the long run, managers may be required to destroy or disrupt the very fit that has made their organizations successful. The immediate translation of these phenomena for managers would mean continuously shifting between periods characterized by relative stability and incremental innovation, and part of their time grappling with revolutionary changes. These contrasting managerial demands are not easy to handle as it requires that managers periodically destroy what has been created in order to recreate or rebuild a new organization through renewal. This explains why managers need to be ambidextrous and should pursue both exploitation and exploration at the same time.
© 2011 IUP. All Rights Reserved.
Non-Linear HR Model: Growth Accelerator for IT Companies
-- L Gandhi
Companies are on the constant lookout to increase the rate of growth with significantly lower cost to the company on the employees front. Especially, IT companies lay emphasis on consolidating revenue with lesser number of employees. But HR experts keep screaming that employees are the biggest asset of any company and they lead to success in this competitive world. Is the steep revenue increase possible when the employees size is not enlarged? Is it a workable solution to enhance the productivity by slowing down the pace of recruitment? There will be umpteen numbers of questions to be probed and appropriate answers are to be explored. This article highlights conceptual framework on Non-Linear HR Model, methods to increase productivity, HR functions revisited in Non-Linear HR Model and essential needs for IT employees in Non-Linear HR Model.
© 2011 IUP. All Rights Reserved.
Ethics and Expatriate Development in Brazil:
A Comparative Analysis with the United States
-- Mercedes Bernal and Bahaudin G Mujtaba
This research is about ethical concerns for expatriates from subsidiaries of MNEs in Brazil and International Human Resources Management of those international employees. One of the most challenging tasks of IHR is managing the expatriates of an international firm. Since expatriates are a very valuable human resources asset for companies with worldwide operation for the skills they develop during their assignment abroad, it is crucial for these firms to solve the problems related to expatriate’s selection, training, compensation, performance appraisal, repatriation process, and the strategic method to manage expatriates. As such, in this paper, some practical recommendations and implications are proposed.
© 2011 IUP. All Rights Reserved.
Competencies for Emerging HR Roles:
A Critical Review
--Srikanth P B
In the recent years, human resource function has strived to reinvent itself through new visions, strategies, structures, processes and systems. However, to sustain the transformation of human resource functions, HR must develop and demonstrate new set of competencies to align themselves to the emerging roles. This article focuses on developing a better understanding of the HR roles and competencies associated with those roles for firms to create organizations of competitive advantage.
© 2011 IUP. All Rights Reserved.
Why Employees Get Demotivated
-- Abhishek Roy Chowdhury
HR managers carefully formulate retention policies to keep the employees motivated. These policies are very frequently altered to provide equitable benefits in order to be at par with companies in the same industry. However, even after cautious evaluations of the employees’ needs, a few factors significantly demotivate people in organizations, resulting in high attrition rate. These issues commonly remain unobserved, causing low morale. Therefore, it is of utmost importance to look beyond the common complaints such as low pay package, odd shift timings or heavy workload to find out the hidden causes that drive top performers to quit early.
© 2011 IUP. All Rights Reserved.
Case Study : -
AIG’s Bonus Payments Controversy and Its Decision
to Adopt the ‘Forced Ranking’ System
-- Prerna Chetri and Debapratim Purkayastha
© 2011 IUP. All Rights Reserved.
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