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COVER STORY
Building a Culture of Innovation Democracy
-- Swarup Kumar Dutta
What is in the DNA of a radically innovative organization? How is the work organized? Who is
in control? How are performances monitored and appraisals done? If the answer to all these is
an organization, where no hierarchies to be followed, no bosses to hang around, only peers
doing the appraisals, people working on commitments and not
assignments, and people free to experiment—we are then trying to paint a picture of a revolutionary management model, which
is a breakaway from the traditional models. The article discusses the democratic innovation
culture of a postmodern organization. WL Gore & Associates management model is deeply valued
and has been included in Fortune's annual rankings of the "100 Best Companies to Work For."
© 2009 IUP. All Rights Reserved.
COVER STORY
Diversity in Workforce as a Tool for Innovation
-- Gary Oster
Innovation is the lifeblood of every modern corporation competing in the dynamic
global marketplace. New ideas are critical to ongoing innovation, and the source of new ideas is
a widely diverse workforce. Corporate diversity is often hindered by homosocial
reproduction—the tendency of corporations to hire the vast majority of workers from a specific
geographic area, school, religious institution, club, or sport. In addition to overcoming
institutionalized homosocial reproduction, corporate leaders can propel innovation by developing
significant goals, encouraging experimentation and excusing small failures, broadly sharing
company information, welcoming productive friction, and displaying leadership courage. The
innovation that results is a matter of corporate viability.
© 2009 IUP. All Rights Reserved.
MOTIVATION
Marrying Intrinsic Motivation and Employee Empowerment
-- Menaka Rao
Intrinsic motivation is a quality, which is within us and thus, very difficult to gauge. It is
equally difficult to see, if it exists at all or not in an individual. However, for most employees it is
crucial that the motivation exists, else it becomes difficult to function. In most workplaces, there
is some form of motivation or the other given to all employees because without
intrinsic motivation, it is difficult to move forward, both for the individual, as well as for the
organization in the long run. The organization should also see and recognize intrinsic motivation
of employees and help encourage and promote it.
© 2009 IUP. All Rights Reserved.
SUPPLY CHAIN & HRM
Human Resource Management and Supply Chain Management Intersection : A Perspective
-- S Murali
Supply Chain Management (SCM) is, today, a familiar management terminology.
Although supply chains in industries have been in existence for quite some years, it is only in the
last decade or so that SCM has begun to be viewed and treated as a strategic component
of business management. This is mainly due to its ability in the present context, which can
and does result in, sustainable competitive advantage for supply chain organizations as a whole
and supply chain partners, individually. Hence, this article examines the specific role of HRM
and Organizational Behavior (OB) specialists in performing the functions of Staffing,
Training, Evaluation and Compensation effectively, to support optimal performance of the entire
supply chain as an integrated unit.
© 2009 IUP. All Rights Reserved.
WORKPLACE ISSUES
Employee Referral Programs : What Makes These Tick?
-- NR Aravamudhan
Employee referral program is increasingly becoming popular among companies today. It
has rather become a de rigueur recruitment tool for the companies. Companies are aware of
the positive spin-off, employee referral program generates. Besides being the most cost
effective recruitment tool, referral programs also bring in high return on investment. Though
employee referral program offer a host of advantages to the organizations, it has its own share
of disquieting consequences. This article outlines the business impact of employee
referral program and the slew of steps, organizations should initiate to make the program truly a
world-class one.
© 2009 IUP. All Rights Reserved.
WORK-LIFE BALANCE
Work-Life Balance
-- Rama Subramanian
India has moved to a higher growth trajectory since the mid-1990s, with the growth
momentum exerting great pressure on individuals and businesses. While it is important for businesses
and governments to pursue growth/development with a human face, individuals need to strike
a healthy balance between their professional and personal lives. This article examines
work-life balance issues in the Indian context, its extensive impact and identifies factors that could
help create a better work-life balance.
© 2009 IUP. All Rights Reserved.
EMOTIONAL QUOTIENT
The S Curve of Success : Harnessing Goals and Vision Through Emotional Quotient
-- Suryakumari Duggirala
Observation of learning or success at work reveals that growth can be typically fitted on an
S-Curve. Success is achieved when goals are defined, objectives framed, suitable action
focused with the right attitude, coupled with sufficient intelligence and tremendous motivation
to achieve the intended goal. The key to emotional scores are primarily: understanding one's
own emotions, other's emotions and acting responsibly, after taking into consideration both. All
one has to do is recognize the skills that are required and work on them with a passion
to incorporate them into one's personality such that one becomes gregarious, outgoing and
an effective communicator.
© 2009 IUP. All Rights Reserved.
STRATEGIC HRM
HR and Line : Bridging the Boundaries
-- Pragati Swaroop and Rakesh Kr Agrawal
Both the popular press and academic literature have cited conflicts between the line and HR
in many organizations. While HR is still perceived to be working in isolated silos or treated as
a line manager gopher, line is perceived as concerned only about work and profits. It is
important for organizations to break down these traditional barriers and build a culture of trust and
mutual respect. It is only when a strategic partnership emerges, will a common ground materialize,
with conflicts replaced by commitment. With HR being asked to play a more strategic role
in companies now, a ray of hope finally seems to be emerging.
© 2009 IUP. All Rights Reserved.
COLLECTIVE BARGAINING
Collective Bargaining in Global Business Environment : With Special Reference to India
-- Bhawna Bhardwaj
With the expansion of the open market system and globalization, employees are now
exposed more to a global business environment. This article throws light on the bargaining process
in organizations. The author has tried to highlight the collective bargaining scenario, in case
of international business, by taking examples from various countries across the world. The
past and current scenario of collective bargaining in India has been discussed in detail. Do's
and don'ts of bargaining process have also been mentioned. Globalization has become a
major factor in labor management relations. Today, the impact of globalization on industrial
relations and collective bargaining process have also been discussed.
© 2009 IUP. All Rights Reserved.
EMPLOYEE BENEFITS
The ESI Scheme : Objects and Application of
The Employees' State Insurance Act, 1948
-- L Vijayaraghavan
The article deals with the benefits provided by the ESI Scheme, as well the eligibility of
people under this scheme. It also deals with the issue of coverage of corporate office and
branch offices and provides a catena of legal decisions concerning this. The ESI scheme is like
a general insurance scheme for employees covered under this scheme. It is the `golden
egg' with a small premium tag.
© 2009 IUP. All Rights Reserved.
INDUSTRIAL RELATIONS
Collective Bargaining : A Tool to Promote Industrial Peace
-- Sattiraju Veeravenkata Prasad
Conflict between labor and management is inevitable because of their opposing interests.
The denial on the part of management to concede the demands of employees can generate
a climate of distrust, indiscipline and militancy, which hinders production and harms
industrial relations. If organizations were to have order and to function progressively, there is a need
for both the management and the employees, to arrive at an agreement through
collective bargaining, wherein the interests of both can be accommodated.
© 2009 IUP. All Rights Reserved.
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