MIT HR Conference Ebook PDF

ISSN No.
: 2231-5535
Special Edition
IJESR
International Journal of
Engineering, Science and Research
August 2012
“International HR Colloquium and

Research Conference: HR Redefined”
th th
24 & 25 August 2012
Organized by:
MIT College of Engineering, Pune

Mahratta Chamber of Commerce
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Associate Professor & Head
Prof. Vivek S. Deshpande Centre for Management Studies and Research
Dean (Research) MIT College of Engineering, Pune, India
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Technology) vishwaswadekar1@gmail.com
MIT College of Engineering, Pune, India
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IJESR Special Edition
IJESR
International Journal of Engineering,
Science and Research
August 2012
Special Edition
ISSN No.: 2231-5535
MIT-CMSR MITCOM
“International HR Colloquium and

Research Conference: HR Redefined”
“International HR Colloquium and Research Conference: HR Redefined” / 1
Index
Sr. No. Name of Author | Title of Paper Page No.
Prof. Nelson Vinotha Kumar Xavier P 05
1
Organisational Climate at Tuticorin Thermal Power Station - Seven Dimensions Relationship.
Prof. Aatish Zagade and Prof. Priyanka Naik 19
2
Employee Engagement & Connectivity: Role of HR Leaders in Present Context.
Prof . Aman Borkar 29
3
Work Environment in Organized and Unorganized Retail:A Comparative Analysis.
Dr. K. Srinivasa Rao and Mrs. S. Pratibha 42
4
Competency Based HR Development Mechanism : A Case study of NTPC.
Dr. (Mrs.) Ashwini Kulkarni 52
5
Creativity in Education:Innovative teaching for creative learning.
Dr. Badruddin 57
6
Indian Diaspora in UAE and Human Resource Management: Political and Economic Identity.
Mr. Abhishek Y. Dikshit
7 Do Employee Personality Traits Relate With Counter Productive Work Behaviours?: 64
An Empirical Research in Fast Food Business Organisation.
Dr. Ashok Kurtkoti and Dr. Anand Apte 72
8
Sustaining Key Talent with Reference to IT Sector.
Mr.Abhijeet Ashok Kamble 79
9
Impact of Reward System on Employee’s Motivation.
Prof. B Abhay Rathore
10 "Partnering of work as an understanding between employees and Psychological impact of their absenteeism on 83
employees": A study across small sized educational institutions in Bhilai-Durg.
Dr. Anand Apte and Dr. Ashok Kurtkoti 88
11
Employee Engagement With Reference to Cooperative Banks In Pune City.
Dr. Gagandeep Kaur Gulati 98
12
Strategic HR Challenges.
Prof. Deepti Sharma and Prof. Arun Saxena 105
13
Innovative Talent Management Practices: Challenge For Global Village.
Prof. Anjali Pathania 115
14
Competence Management System As A Competitive Advantage: A Study of Indian Organizational Scenario.
Dr. Anuradha , Prof. HSRK Iyer and Ms.Malla Reddy
15 119
Astrology, Zodiacs and Leadership.
Prof. B. Lavanya 123
16
Do Workplace Comaraderie Help Managing The Stress? A study on Educational institutions.
Prof.(Mrs.) Prajakta S Kalamkar 130

17
Talent Retention A Key Towards Success – An ICICI Prudential Way.
Dr. Arun S. Mokashi and Prof. Priyanka Kulkarni A critical study of the level of Participation of The 136
18
Teaching Faculty In The R & D Activity W. R. T. Professional Education Institutes.
Prof. Rutuja Jadhav

19 Human Resource Management: India v/s Bharat – Convergence or Divergence: A Comparative 142
Study from an Indian Perspective.
Dr. Ramesh Sardar 148

20
A Study On Work Stress Among Management And Engineering Educators.
Dr. P. Ramlal and Prof. Wahed Mohiuddin 153

21
Employer Branding Its Impact On Managing Talent In Organisations.
Dr. Shabir Ahmad Ganaie

22 Emerging Competencies for Human Resources in Library and Information Centers: A Catalyst for improving 162
Quality of Library Services.
Prof. Shefali and Prof.Sangeeta 167
23
Training &Development: A Study of Private Banks.
_________________________________________________________________________________________________
Prof.Urmila Sandesh Sonavane 181
24
QWL and its positive impact on employees performance productivity.
Prof.Rakhi Bhattacharya 185
25
Employer branding: An effective talent attraction and retention tool of Indian organization.
Prof. Nutan Karnik and Prof. Gayatri Kulkarni 190
26
Work Life Balance: Need of Male Employee.
Prof. Yogesh S. Daudkhane 195
27
How To Stop Them ? A Problem Of Employee Stability.
Prof.Dr. Vijay Kulkarni 201
28
Human Resources Management and Talent Retention in global era.
Prof. Karuna Jadhav 206
29
A Study of Retail Talent Development.
Prof. Rahul Jain 210
30
IHRM.
Prof. Rajlaxmi Pujar and Prof.Dr. Arun Handa
31 214
Competency Mapping - A Tool For Maximizing Employee Efficiency.
Prof. Swati Bankar 219
32
Employee Engagement-A Corporate Boon Top Drives for Effective Engagement
Prof. Prathiba L. and Prof. Manju Mittal
33 473
HR-Talent Management Using Data Mining.
Prof. Poorna Chandrika 228
34
The Role of HR Leaders in the present Context.
Prof. Bagus Suminar and Prof. Emma Yulianti 234
35
The Effect Of Emotional Exhaustion On Job Satisfaction And It’s Impact On Performance.
Prof. Dr. Sayalee Gankar and Prof. Nidhi Arora 241
36
A Study report of Expectations of Generation Y’s from work place.
Prof.Sucheta S. Yambal 251

37
ERP: Begetting Contemporary Solutions in Human Resource Management.
Dr. S. Saraswathi 257

38
What motivates employees? An empirical study on software organisations.
Dr. (Mrs.) Archana Chandra and Ms. Shreela Chawla 263
39
Human Resource Management.
Dr. Sharad R. Kulkarni, Dr. Mrs. Sharwari S. Kulkarni 269
40
Employee Engagement for Enhancing Sustainability of Organizations.
Mr. Akole V. P. 277
41
HRM Strategic Challenges for International competitiveness: Healthcare Sector.
Mr. Dilip Thosar 291
42
Is Post Appraisal Weeding Good Strategy?
Prof. Karuna Gole 299
43
Employee Satisfaction Study Based on Employees Transferred from one Job Profile to Another.
Dr. B. N. Kamble 306
44
Strategic Human Resource Management: Challenges And Prospects.
Prof. Mehul G. Thakkar and Ms. Himani D. Rajput 312
45
Qwl Concerns Among Employees Of Diamond & Gem Development Corporation (Dgdc) Ltd., Sursez.
Dr. Anthony Rose and Prof. Sunita R. Shukla 323
46
Work Life Balance: An imperative for better Employee Satisfaction.
Dr. Prof. Sayalee Gankar, Smt. Anita S. Kumar and Prof. Sudhir Rane 327
47
Role of Stress among Working Women Research, Review and Further Issues.
Prof. Rajesh Kumar Pandey 331
48
Talent Management: Practices & Prospects.
Prof. Rashmi Datar 347
49
Creating Recession Resistant Organization.
_________________________________________________________________________________________________
Prof. Rebecca Thomas 352
50
The ageing workforce: Ethical implications for HRM Practitioners.
Mr. Sunil Kumar 359

51
Human resource Management practices among rural based non-Governmental organizations in India.
Mr.Varender Mohan 366
52
Maximizing Employee Efficiency.
Dr. Veena Rajendra Humbe 369
53
Impact of Worklife Balance on Female Employee’s Efficiency & Absenteeism In Educational Organizations.
Miss.Dolly Malla 374

54
Strategic Reward Systems.
Dr. Anand Gaikwad 386

55
Employee Retention As A Challenge For Sustainable Development W.R.T. B.P.O. Industry In Pune.
Prof. Vijaykumar Biradar and Prof.B. B. Biradar 390

56
A Study on Awareness of Balanced Scorecard and Its Scope in B-Schools.
Dr. Purushottam K. Pisal 396

57
Access the minds of Corporate Leaders.
Prof.Somya Pandit and Prof.Sameer Rastogi 400

58
Maximising Employee Efficiency At Work Place.
Prof. Pooja Kohli 404

59
Work Life Conflict for Women Professionals working in IT Sector.
Prof. Soumi Rai 414
60
Changing HR paradigm: Study of Indian Gen Y employees.
Ms. Rashmi S. Joshi 421
61
“A Study of Effectiveness of Training” .
Prof. Parul Bhati 431
62
A Study On The Factors Affecting Job Satisfaction Amongst Employees of SSIs.
Prof. Shekhar S. Gangadhar 442
63
Protecting Citizen Employees From Employer Retaliation: A Comparative Analysis.
Prof. Sarika Patil and Prof Shuchi Gautam 445
64
Employee Engagement.
Prof. D. K. Sakore 452
65
Seed Industry in India – Future Prospects.
Mr. Ravindra Utgikar 458
66
Winning Marketing Strategy- Key Account Management.
Mr. Shriniwas Rairikar 463
67
“Leadership Concept”- As Explained In ‘Dasbodh By Saint Samarth Ramdas Swami.
Dr. Parveen Prasad
68 468
Mindfulness : An Empirical Study of The Old and Young Age Group.
Prof. Dr. Sayalee Gankar, Prof. Swati D. Bankar
69 473
Does B School Creates Intrapreneurship Culture?
Vishwanath Joshi 483
70
Role of Talent Management Processes in Building High Performance Organizations
Prof. Mehul G. Thakkar and Prof. Khushboo R. Kayasth 497
71
Career Management Concerns among Management Students.
Prof. Kavita D. Chordiya 525

72
A Critical Study on Sustaining Key Talent of BPO Sector
_________________________________________________________________________________________________
Organisational Climate at Tuticorin Thermal Power Station
- Seven Dimensions Relationship
Nelson Vinotha Kumar Xavier P
Assistant Executive Engineer, Computer Centre, TTPS, Tuticorin
Research Scholar (Part Time)
Department of Management Studies
Noorul Islam University Tamilnadu, India
nelcynth@gmail.com
_________________________________________________________________________________
Abstract
Organisational Climate is comprised of mixture of norms, values, expectations, policies and procedures
that influence work motivation, commitment and ultimately, individual and work unit performance. In
this research the Organisational climate was researched using seven dimensions relationship. A
positive work environment1 is not only important for the physical, mental and emotional health, but is
also important for the results that an employee produce for the company. People in every work place
realize the importance of teamwork2 and working as a team. In management, the ultimate measure of
management's performance is the metric of management effectiveness3. Employee Involvement4 is a
process for empowering employees to participate in managerial decision-making and improvement
activities appropriate to their levels in the Organisation. Reward and Recognition5 plays a part in at
least in Employee Satisfaction and Performance Management. The Occupational competency6 is a set of
defined behaviors that provide a structured guide enabling the identification, evaluation and
development of the behaviors in individual employees. Organisational commitment7 in the fields of
Organisational Behavior and Industrial/Organisational Psychology is the employee's psychological
attachment to the organisation. The result of the research gives the level of Organisational Climate
prevailing in the Organisation and suggests ways to improve it further beneficially.
Key Words
Organisational Climate, Work Environment, Teamwork, Management Effectiveness, Employee Involvement,
Reward & Recognition, Competency, Organisational Commitment.
Introduction
Organisational climate is comprised of mixture of norms, values, expectations, policies and procedures that influence
work motivation, commitment and ultimately, individual and work unit performance. Positive climate encourages, while
negative climates inhibits discretionary effort. „Organisational climate‟ refers to the quality of working environment. If
people feel that they are valued and respected within the Organisation, they are more likely to contribute positively to the
achievements of the business outcomes. Creating a healthy Organisational climate requires attention to the factors which
influence employee‟s perceptions, including the quality of leadership, the way in which decisions are made and whether
the efforts of employees are recognized. In fact “Climate may be thought of as the perceptions of the characteristics of an
Organisation”. The content of Organisational climate has varied widely and they include almost all the important aspect
of Organisations such as structure, communication, leadership, Conflicts, reward system, inter personal relationships
Organisational effectiveness, reasonability and so forth. It has been pointed out that the contents of the climate
constructed by various researches overlap with many other major concepts in Organisational behavior, Glick (1985).
Such overlaps seems to have promoted researchers to raise the question how the concept of climate is different from
other Organisational variables, especially, structure and job satisfaction.
_________________________________________________________________________________________________
1.1. Over View of T.T.P.S
The Tuticorin Thermal Power Station (TTPS) is located in Tuticorin, Tamilnadu. It has the capacity of about 1050 MW
(5x210MW). The Station meet almost one third of the total demand of Tamil Nadu Power Grid. The Units in T.T.P.S
was commissioned from 1979 to 1992. The construction work for Capacity addition of 1800MW is in progress and
expected to be ready by 2014. In T.T.P.S electricity is generated from heat energy obtained by the combustion of coal.
The steam turbine converts the heat energy of the steam into mechanical energy and rotates at 3000rpm. Since the
generator is directly coupled with the turbine, electricity is generated by the 2 pole, 50Hz generator. The electrical
power, 210MW/15.75KV, is transmitted to the Tamilnadu Power grid after stepping up the voltage to 230 KV.
Vision
To become a leading performer in Thermal Power generation, consistently exceed power grid expectations by
maintaining uninterruptable power generation and contributing to nation with high quality power supply.
Mission
 To increase the overall productivity.

 To improve performance in efficiency of Boiler, Turbine and Generator
 To achieve 100% Plant Load Factor status.
 To concentrate on people‟s development.
 To consistently upgrade and improve the operating systems to enhance both internal and external satisfaction.
HRD Policy
To establish sound education system for imparting to all employees at all levels there by enhancing knowledge and skill
to perform their job better and to accomplish Organisation goals which ultimately end in users delight.
Quality Policy
To achieve user satisfaction through full generation and supply of quality power that meet power grid specification.
TTPS believes that quality has to be built in at all stages of the activity by adherence to quality assurance system
involving every employee.
Quality Journey
TTPS has been among the first to be awarded /certified for...
 ISO 9002/1994
 ISO 9001/2000
 ISO 9001/2008
 TPM
2. DIMENSIONS OF ORGANISATIONAL CLIMATE

Organisational climate have used data relating to individual perception of Organisational properties in identifying
Organisational climate. Denison (1996) argues that developing a universal set of dimensions was often the central issue
of the climate researchers so that comparative studies could be made possible in different Organisational settings.
Jones and James (1979) argued that one of the assumptions of the climate literature is that a relatively limited number
of dimensions could characterise a wide cross-section of social settings. Jones and James labelled their factors as
follows:
„Conflict and ambiguity‟, which „reflected perceived conflict in Organisational goals and objectives, combined with
ambiguity of Organisational structure and roles, a lack of interdepartmental cooperation, and poor communication from
_________________________________________________________________________________________________
management. Also included were poor planning, inefficient job design, a lack of awareness of employee needs and
problems, and a lack of fairness and objectivity in the rewards process.‟
„Job challenge, importance and variety, which reflected a job perceived as challenging, which involve a variety of duties,
including dealing with other people. The job was seen as providing autonomy and feedback, and demanding high
standards of quality and performance.‟
„Leader facilitation and support‟, which „reflected perceived leader behaviors such as the extent to which the leader was
seen as helping to accomplish work goals by means of scheduling activities, planning, etc., as well as the extent to which
he was perceived as facilitating interpersonal relationships and providing personal support.‟
„Workgroup cooperation, friendliness, and warmth, which are generally described as relationships among group members
and their pride in the workgroup.‟
„Professional and Organisational sprit‟, which reflected perceived external image and desirable growth potential offered
by the job. Also included were perceptions of an open atmosphere to express one‟s feelings and thoughts, confidence in
the leader, and consistently applied Organisational policies, combined with non-conflicting roles expectations and
reduced job pressure.‟
„Job standards‟, which reflected the degree to which the job was seen as having rigid standards of quality and accuracy,
combined with inadequate time, manpower, training and resources to complete the task. ‘Workgroup cooperation,
friendliness, and warmth, which are generally described as relationships among group members and their pride in the
workgroup.‟
Organisational climate can have a major influence on motivation, productivity and job satisfaction. Climate determines
the action and it creates few expectations as to consequences. Employees expect certain rewards, penalties, satisfaction or
frustrations based on the Organisational climate and their expectations tend to lead to motivation as said in expectancy
theory. There is a contingency relationship between climate and the Organisation. The climate of an Organisation is
contingent upon the type of employees. Organisational climate represents the entire social system of a work-group. It is
clearly a system concept. There are two important aspects of climate: (1) workplace itself and (2) Personal treatment of
Management.
3 SEVEN DIMENSIONS RELATIONSHIP OF ORGANISATIONAL CLIMATE
In this research the Organisational climate was researched using seven dimensions relationship, with data collected from
Tuticorin Thermal Power Station. The survey was conducted extensively with questionnaire prepared on seven
dimensions relationship as root.
3.1 Work Environment

A positive work environment is not only important for the physical, mental and emotional health, but is also important
for the results that an employee produce for the company.
3.2 Team Work

People in every work place realize the importance of teamwork and working as a team.
3.3 Management Effectiveness

In management, the ultimate measure of management's performance is the metric of management effectiveness.
3.4 Employee Involvement

Employee Involvement is a process for empowering employees to participate in managerial decision-making and
improvement activities appropriate to their levels in the Organisation.
3.5 Reward & Recognition

Reward and Recognition plays a part in at least in Employee Satisfaction and Performance Management.
_________________________________________________________________________________________________
3.6 Competency
The Occupational competency is a set of defined behaviors that provide a structured guide enabling the identification,
evaluation and development of the behaviors in individual employees.
3.7 Organisational Commitment

Organisational commitment in the fields of Organisational Behavior and Industrial/Organisational Psychology is the
employee's psychological attachment to the Organisation.
4 Proposed Research
4.1 Research Design:
The study is descriptive research study. The main purpose of descriptive research is description of the state of affairs as it
exists at present. In the present study, descriptive method is used to study the prevailing Organisational climate.
4.2 Data Collection Method:

The primary data was collected through a well structured questionnaire with close-ended questions measures at 5-point
likert type scale and suggestion questions. Secondary data required for the project was collected from the company
records and Internet.
4.3 Sampling
Simple convenience sampling method is used. Sample size consists of 100 respondents.
4.4 Statistical Tools:

Simple percentage analysis and tabulation is used to analysis the data. Bar diagram is used to give pictorial representation
to the analysis. The following test was used for the study.
 Standard deviation
 ANOVA
4.5 Percentage Analysis:

Percentage refers to a special kind of ratio. Percentage is used in making comparison about two or more series of data.
Percentage as also used to describe relationship. It is also used to compare the relative term‟s dx of two or more series of
data.
Formula:
Number of respondent Total no. of respondent x 100
4.6 Standard Deviation:

Karl Pearson introduced the concept of Standard Deviation is 1893. It is the most important measure of dispersion and is
widely used in many statistical formulae.
It is defined as positive squares-root of the arithmetic mean of the squares of the deviations of the given observation from
their arithmetic mean. The standard deviation by the Greek Letter σ (sigma)
 ( X  x)
2
Formula: σ = /N
4.7 Anova:
The analysis of variance frequently referred to by the contraction ANOVA is a statistical technique specially designed to
test whether the means of more than two quantitative populations are equal.
The analysis of variance technique developed by R.A. Fisher in 1920‟s diversified practical problems. Basically, it
consists of classifying and cross classifying statistical results and testing whether the means of a specified classification
differ significantly. In this way it is determined whether the given classification is important in affecting the results.
In one way classifications the data are classified according to only one criterion. The null hypothesis is
H0=M1=M2=M3=……….MK.
H1=M1=M2=M3=…….....MK.
_________________________________________________________________________________________________
To find the correlation factor:
C.F = T2
Total number of items in the given data
To calculate the value of F test:
F= Variance between samples

Variance with in Samples
5 Analysis And Interpretation

Source of Sum of Degree of Varianc
Variation Squares Freedom e
5.1 Overall Organisational Climate
Objective: Between
Sample SSC V1=C-1 SSC/C-1
To find the overall Organisational Climate level in s
the Organisation.
Within
Karl Pearson‟s standard deviation is applied to analysis the Sample SSE V2=N-C SSE/N-C
level of Organisational Climate in the Organisation. s
x = 15195/100 = 151.95
 ( X  x)
2
σ= /N =
21086.75 / 100 = 210.867
=14.52
Inference:
Organisational Climate
No of
From the above table, it can be inferred that 18% of the Responde Total
Moderat
respondents reveals high climate and 75% of the respondent nts Low High
e
reveals moderate climate and remaining 7% of the
respondents reveals a very low climate in the Organisation. It 100 7 75 18 100
is necessary to improve the overall Climate from moderate to
high.
5.2 Cross Tabulation for Work Environment and Climate:
Objective: To find out significant difference between working environment and Organisational climate.
H0: There is no significant difference between the working environment and climate in the Organisation.
H1: There is a significant difference between the working environment and climate in the Organisation.
_________________________________________________________________________________________________
Organisational climate
Work
Moderat
Environment Low High Total
e
Low 1 3 3 7
Moderate 6 67 5 78
High - 5 10 15
Total 7 75 18 100
Analysis of variance table: 5.2
Source Degrees
Sum of Value
of of F= Variance between varieties/ Variance with in varieties.
Sq of
vari free Variance
uar Tabulated F = 5.1433 [for degree of freedom V1 = 2, V2 =
atio do
es F(WE)
n m 6] Since calculated F is lesser than the tabulated, null
hypothesis is accepted.
Betwee
888.22/2 Inference:
n
3–1= =
vari 888.22
2 444.1 The calculated value of F is lesser than the table value.
etie
1 Therefore the null hypothesis is accepted. This implies that
s
0.9888 there is no significant difference between the working
With in 2694.62/6 environment and climate in the Organisation.
vari 2694.6 9–3= =
etie 2 6 449.1
s 0 5.3 Cross Tabulation for Team Work and Climate:
Objective:
To find out the significant difference between team work and Organisational climate
H0: There is no significant difference between the team work and climate in the Organisation.
H1: There is a significant difference between the team work and climate in the Organisation.
Organisational climate
Team work Total
Low Moderate High
Low 1 - - 1
Moderate 6 74 5 85
High - 1 13 14
Total 7 75 18 100
_________________________________________________________________________________________________
Analysis Of Variance Table: 5.3
Source Degrees
Sum of Value
of of
Sq of
vari fre Variance
uar
atio edo F= Variance between varieties/ Variance with in varieties.
es F(TW)
n m
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 =
Between 5] Since calculated F is lesser than the tabulated, null
vari 3–1= 888.22/2 = hypothesis is accepted.
888.22
etie 2 444.11
s Inference:
0.6664
With in The calculated value of F is lower than the table value.
vari 9–3= 3998.67/6= Therefore the null hypothesis is accepted. This implies that
3998.67
etie 6 666.45 there is no significant difference between the team work
s and climate in the Organisation.
5.4 Cross Tabulation for Management Effectiveness and

Climate Management Organisational climate
Total
Objective: Effectiveness Low Moderate High
To find out the significant difference between management Low 3 - - 3

effectiveness and Organisational climate
H0: There is no significant difference between management Moderate 4 67 2 73
effectiveness and climate in the Organisation.
High - 8 16 24
H1: There is a significant difference between management
effectiveness and climate in the Organisation. Total 7 75 18 100
Analysis Of Variance Table 5.4:
Degrees
Source Sum of Value
of
F= Variance between varieties/ Variance with in varieties. of Sq of
fre Variance
varia uar
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5] edo F(ME)
tion es
Since calculated F is lesser than the tabulated, null m
888.22/2
Between
Inference: The calculated value of F is lower than the table 3–1= =
varie 888.22
value. Therefore the null hypothesis is accepted. This 2 444.1
ties
implies that there is no significant difference between 1
Management effectiveness and climate in the 0.9387
Organisation. 2838.67/6
With in
9–3= =
varie 2838.67
6 473.1
ties
1
_________________________________________________________________________________________________
5.5 Cross Tabulation for Employee’s Involvement and Climate
Objective: To find out the significant difference between employee‟s involvement and Organisational climate.
H0: There is no significant difference between employee‟s involvement and climate in the Organisation.
H1: There is a significant difference between employee‟s involvement and climate in the Organisation.
Employee‟s Organisational climate
Involvement Low Moderate High Total
Low 5 1 - 6
Moderate 2 67 6 75
High - 7 12 19
Total 7 75 18 100
Analysis Of Variance Table 5.5
Source Degrees F= Variance between varieties/ Variance with in varieties.

Sum of Value
of of
Sq of Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
vari fre Variance
uar Since calculated F is lesser than the tabulated, null
atio edo F(EI)
es hypothesis is accepted.
n m
Between 888.22/2 Inference:

vari 3–1= =
888.22 The calculated value of F is lower than the table value.
etie 2 444.
Therefore the null hypothesis is accepted. This implies that
s 11
1.0374 there is no significant difference between employee‟s
With in 2568.67/6 involvement and climate in the Organisation.
vari 9–3= =
2568.67
etie 6 428.
s 11 5.6 Cross Tabulation for Reward & Recognition and
Climate
Objective:
To find out the significant difference between employee‟s reward and recognition and Organisational climate.
H0: There is no significant difference between employee‟s reward and recognition and climate in the Organisation.
H1: There is a significant difference between employee‟s reward and recognition and climate in the Organisation.
_________________________________________________________________________________________________
Reward and Organisational climate
Recognition Low Moderate High Total
Low 6 3 - 9
Moderate 1 69 9 79
High - 3 9 12
Total 7 75 18 100
Analysis of variance table 5.6
Source Degrees
Sum of
of of Value of
Sq F= Variance between varieties/ Variance with in
vari fre Variance
uar varieties.
atio edo F(R&R)
es
n m Tabulated F = 5.7861 [for degree of freedom V1 = 2,
V2 = 5] Since calculated F is lesser than the tabulated,
Between
null hypothesis is accepted.
vari 3–1= 888.22/2 =
888.22
etie 2 444.11 Inference:
s
0.8946 The calculated value of F is lower than the table value.
With in Therefore the null hypothesis is accepted. This implies
vari 9–3= 2978.67/6= that there is no significant difference between
2978.67
etie 6 496.45 employee‟s reward and recognition and climate in the
s Organisation.
5.7 Cross Tabulation for Occupational Competency and Climate
Objective: To find out the significant difference between employee‟s competency and Organisational climate.
H0: There is no significant difference between employee‟s competency and climate in the Organisation.
H1: There is a significant difference between employee‟s competency and climate in the Organisation.
Occupational Organisational climate

Competency Low Moderate High Total
Low 2 2 - 4
Moderate 5 61 10 76
High - 12 8 20
Total 7 75 18 100
_________________________________________________________________________________________________
Degrees
Sum of Value
F= Variance between varieties/ Variance with in varieties. Source of of
Sq of
variat fre Variance
uar
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5] ion edo F(OC)
es
Since calculated F is lesser than the tabulated, null m
888.22/2
Between
Inference: 3–1= =
variet 888.22
2 444.
The calculated value of F is lower than the table value. ies
11
Therefore the null hypothesis is accepted. This implies 1.2918
that there is no significant difference between 2062.67/
With in 2062.67
employee‟s competency and climate in the Organisation. 9–3= 6=
variet
6 343.
ies
78
5.8 Cross Tabulation for Organisational Commitment
and Climate
Objective: To find out the significant difference between employee‟s commitment and Organisational climate.
H0: There is no significant difference between employee‟s commitment and climate in the Organisation.
H1: There is a significant difference between employee‟s commitment and climate in the Organisation.
Organisational Organisational climate

Total
Commitment Low Moderate High
Low 4 - - 4
Moderate 3 64 4 71
High - 11 14 25
Total 7 75 18 100
Source of Sum of Degrees of Value of

variatio Square freedo Variance
n s m F(EC)
Between 888.22/2 =
888.22 3–1=2
varieties 444.11
1.0856
With in 2454.67/6=
2454.67 9–3=6
varieties 409.11
_________________________________________________________________________________________________
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5] Since calculated F is lesser than the tabulated, null
Inference:
The calculated value of F is lower than the table value. Therefore the null hypothesis is accepted. This implies that there
is no significant difference between employee‟s commitment and climate in the Organisation.
5.9 Overall Result: Dimensions Vs Organisational Climate

Objective: To test the significance of the difference between Dimensions and Organisational Climate in the
Organisation.
Dimensions Vs
Organisational14%
Climate
16%
14% 12%
16% 13%
10%
12%
16%
19% 15% 27%
13% 14%
13% 13%
13%
12% 10%
13%
15%
Work Environment
Team Work
DIMENSION MEAN SD F
Work Environment 19.77 2.56 0.9888
Team Work 24.92 5.75 0.6664
Management Effectiveness 20.93 2.15 0.9387
Employee‟s Involvement 19.34 2.56 1.0374
Rewards and Recognition 19.52 2.68 0.8946
Occupational Competency 22.34 2.43 1.2918
Organisational Commitment 25.13 3.02 1.0856
_________________________________________________________________________________________________
Inference:
From the above table, it is clear that there is no significant difference between the climate dimensions and the overall
level of Organisational climate. The Organisational climate prevailing at TTPS is conducive to productivity and efficient
performance of Engineers and Staff. However it is necessary to improve the overall Climate from the present Moderate
to High.
6. Conclusion
In this paper, the result of the research gives a brief picture of human side of the employees and the level of climate
prevailing in the Organisation and suggests ways to improve it further beneficially.
The executives should clearly understand the factors that reinforce Organisational climate, Organisational commitment
and job satisfaction. This study results provide knowledge of influence, degree of each factor that impact to building
them. This will support management to use the limited resources to strengthen factors that highly affect to build them.
The factor of Organisational climate which that company should focus on is the open system factor including innovation
and flexibility, outward focus, reflexivity; Human relations factor including autonomy, integration, involvement,
supervisory support, training, welfare and rational goal factor including clarity of Organisational goals, efficiency, effort,
performance feedback, pressure to produce, quality. The Internal process factor has minimal effect consist of
formalization, tradition.
7. Future Research Suggestions

Firstly, the future researcher should analyze the comparison by different research methods in order to assess the research
precision such as quality research for getting the deep viewpoints and having guidelines to implement and improve the
Organisation‟s quality in each aspect.
Secondly, the researcher should conduct study in the private Power Generation Organisations for each employee‟s level.
Thirdly, the researcher should study the comparison in different Organisations within the same industry such as in the
Organisation which is public enterprises in order to comprehend in the difference and application.
References:
[ 1] Argyris, C. (1958), “Some problems in conceptualizing Organisational climate: A case study of a bank”,
Administrative Science Quarterly, Vol. 2, pp. 501-520.
[ 2] Burton, R.M., Lauridsen, J., & Obel, B. 2004). The impact of organizational climate and strategic fit on firm
performance. Human Resource Management, 43, 67-82.
[ 3] Campbell, J. R., Dunnettee, M. D., Lawler, E. E. III, and Weick, K. E. Jr. (1970), Managerial Behaviour,
performance and effectiveness, McGrew-Hill, New York.
[ 4] Daft,R.L. Understanding The Theory And Design Of Organizations, New Delhi: Thompson
[ 5] Denison, D. R. (1996). "What is the difference between Organisational culture and Organisational climate? A
native's point of view on a decade of paradigm wars ". Academy of Management Review 21: 619–654.
[ 6] Organizational Climate: Measures, Research and Contingencies: Don Hellriegel, John W. Slocum, Jr. The
Academy of Management JournalVol. 17, No. 2 (Jun., 1974), pp. 255-280
[ 7] Glick, William H. 1985. "Conceptualizing and measuring Organisational and psychological climate: Pitfalls in
multilevel research." Academy of Management Review 10:601-616.
[ 8] James, L.R., Choi, C.C., C.H. Emily Ko,McNeil, P.K., Minton, M.K., Wright, M.A. Kim, K. (2008).
Organizational and psychological climate: A review of theory and research. European Journal of Work and
Organizational Psychology, Volume 17. Issue 1, pages 5 – 32.
_________________________________________________________________________________________________
[ 9] Jones, A. P. and James, L. R. (1979), “Psychological climate: dimensions and relationships of individual and
aggregated work environment perceptions”,
[ 10] Joyce, W. F. and Slocum, J. W. Jr. (1979), “Climates in Organisations” in S. Kerr (ed.) Organisational
Behaviour, Columbus, OH, Grid, pp. 317- 333.
[ 11] Litwin, G. H. and Stringer, R. A. (1968), Motivation and Organisational climate, Cambridge, MA: Harvard
Business School, Division of Research.
[ 12] Mehralizadeh, Y., H. Sepasi and F. Omidian, 2005. Investigation of the relationship between organizational
climate and faculty participation in university decision-making, Journal of Research and Planning in Higher
Education, Tehran: Research Planning in Higher Education institution.
[ 13] Pareek,U (2006) Understanding Organizational Behavior. New Delhi: Oxford University Press
[ 14] D.M.Pestonjee, Udai Bhan Singh.(1982) Job Satisfaction as a function of Role Stress, Locus of Control,
Participation and Organizational Climate in an Electrical company, Ahmadabad: Indian Institute of
Management.
[ 15] Pugh, D. S., Hickson, P. J., Hinings, C. R., and Turner, C. (1968), “Dimensions of Organisation
structure”,Administrative Science Quarterly, Vol. 13
Acknowledgements:
It is pleasure to express my profound gratitude and esteemed regards to Dr. T. Narayanan., MBA., Ph.D., Professor,
Department of Management Studies, Noorul Islam University, Kumaracoil, Kanyakumari District, Tamilnadu, India,
who has provided valuable information and terrific motivation to complete this work and helped to learn a lot more
through his discipline, simplicity and creativity.
About Author
P. Nelson Vinotha Kumar Xavier received BE degree in Electrical and Electronics from Coimbatore Institute of
Technology, Coimbatore, in 1987; ME degree in Applied Electronics from Government College of Technology,
Coimbatore in 1989; MBA Degree from Anna University, Chennai in 2009 and M.Tech degree in Computer and
Information Technology from Manonmaniam Sundaranar University, Tirunelveli, in 2010. He is a qualified Boiler
Operation Engineer, BOE, certified by Tamilnadu Boiler Inspectorate and a licensed Electrical Inspector, „C’-
competency, certified by Tamilnadu Electrical Inspectorate. Currently, he is a Part time Research Scholar (PhD) in the
Department of Management Studies of Noorul Islam University, Nagercoil, India.
His fields of interest are Organisational Dynamics in Human Resource Management, Frequency Regulation in Power
Plant Engineering, Computer Networks in Computers and Information Technology.
He is a member in All India Management Association (MAIMA) and attached to Madras LMA. He is a Life member in
Institution of Engineers (MIE) and in Indian Society for Technical Education (MISTE). He is a member of the IEEE
and attached to Madras Chapter. He has published two Technical Papers in IEEE Journal and assisted more than six
papers in International conferences.
_________________________________________________________________________________________________
He is an Assistant Executive Engineer at Tuticorin Thermal Power Station, Tuticorin, India with more than twenty three
years of experience in operation of 210MW Thermal Power Units. Presently he is the HOD of Computer Center (EDP) at
Tuticorin Thermal Power Station, Tuticorin.
_________________________________________________________________________________________________
Employee Engagement & Connectivity:
Role of HR Leaders in Present Context
Prof. Aatish Zagade
Assistant Professor, Indira Global Business School,
aatish.zagade@indiragbs.edu.in
Prof. Priyanka Naik

Assistant Professor, Indira Global Business School,
priyanka.naik@indiragbs.edu.in
____________________________________________________________________________________________
Abstract:
In the early days of industrialization, business owners were familiar with their employees on personal level, the
obvious reason was that the size of the organizations was small and most of the businesses were predominantly
family businesses. Employees were professionally and emotionally attached to their organizations, as they could
feel being a part of the small family. Due to limited opportunities, employees used to work and grow in the same
organization over their lifetime. Business owners rarely faced problems related to attrition, low level of moral,
employee disengagement, and detachment.
During Post Industrialization, numerous industries have emerged, flourished, and have provided ample
opportunities for employment. As a result of which, concerns related to employee retention, motivation,
incentives, engagement have been on a steady rise. One thought of school says that irrespective of the nature, size
and culture of the business, those are bound to face the aforesaid problems. Whereas other thought of school has a
different view; i.e. with the help of certain pro-active measures, the gravity of people related problems can be
controlled by employers to a significant extent.
Lot has been stated, discussed and practiced in various organizations across the globe on the issues pertaining to
low employee morale, motivation and retention in order to curb its adverse impact on the organizational
productivity and its sustainability. Herewith, the paper sincerely attempts to recommend some of the measures in
respect of employee engagement and connectivity for the organizations to thrive and survive in the contemporary
business environment.
Keywords:
Employee Engagement, Connectivity, Evolution, Dimensions, Key Drivers, Engagement Level, Triggers, Strategic
Importance of Employee Engagement, Engagement Tools & Techniques
Introduction to Topic:
Today‘s ever changing business scenario has been continuously challenging various Management concepts, on similar
line resource‘s of any business are given by 5M‘s like Man, Machine, Material, Money and Method. It has been matter
of debate on the importance of the most critical resource, but never than late Man has been gaining sufficient focus by
business. It has been proven that Human Resource is the most important resource for business to prosper, but it is not just
the human resource of a company but the level to which they are Committed, Involved and satisfied in their Job. All this
aspects are addressed by a simple but effective management concept called ―Employee Engagement‖ which further leads
to better employee connectivity. Employee Engagement is proving to be effective tool at the hands of HR Manager in
today‘s Globalised World.
Employee engagement is a step beyond employee satisfaction; it would imply that the employee is fully committed
towards the company objectives and would put in that extra mile to make sure the company achieves its objectives. It is
an emotional bond with the company, which makes him, put in that extra effort as if it were his personal objective. The
focus is more on providing a climate that enhances challenge and opportunities for learning and development. It is 'A
positive attitude held by the employee towards the organization and its values. An engaged employee is aware of
business context and works with colleagues to improve performance within the job for the benefit of the organization.
_________________________________________________________________________________________________
―International HR Colloquium and Research Conference: HR Redefined‖ / 19
The organization must work to develop and nurture engagement which requires a two-way relationship between
employer and employee'
Employee engagement has evolved from the concept of satisfaction. Engagement occurs when Satisfaction, Motivation
and Effectiveness intersect. While each of these factors is important on its own, it is only when all three are present
simultaneously that true engagement occurs. When we explore them from a practical perspective, we see that each is
actually a distinct and unique concept and that all of three are required components of engagement.' Some scholars say it
is the modernized version of the job satisfaction. Employee engagement is the involvement and commitment of the
workers towards the work; it is the extent to which employee are committed to, believe in and support the; companies
values, feel pride in working for employer and are motivated to go the extra mile. In other words how they feel, think and
act with regard to the employer.'
Report published by Morgan along with the Corporate Leadership Council (2004) states that by increasing employees'
engagement levels, organizations can expect an increase in performance of up to 20 percentile points and 87% reduction
in employees' probability of departure1. The highly engaged employees outperform the average ones by two deciles and
are dramatically less likely to leave the organization.
Employee engagement can be revealed in several ways either by using tools or indicators. However tools provide the
realistic view of engagement. Halbesleben (2003) examined a number of issues as to the measurement and process of
burnout and engagement. Indicators can be correlated to engagement but they are not better than intelligent guesses 2.
Some of the tools that are used to measure employee engagement include:
 Customized Surveys
 Gallup's 12Q survey
 Modified Gallup's 12Q survey
 E3 Process
 Taking assistance of corporate HR
Job Organizat Job Employee

ional
Satisfactio Involvem Engageme
Commitm
n ent nt
ent
Fig: (a) Elements of Employee Engagement
―According to a recent Hay Group study, Indian employees are looking for an engaging workplace and 60% of them are
planning to leave their present jobs within five years. However, employee engagement levels in India stand marginally
higher than the Asia average, at 68%‖2. This calls for organizations to work more on the employee engagement front and
keep their employees motivated.
Objective of Research:
 To address various people related issues prevailing in industry.
 To explore various aspects of Employee Engagement.
 To address different dimensions of employee engagement, triggers to identify problem areas, methods to
measure employee engagement, various activities under employee engagement
 To understand impact of employee engagement and connectivity on business effectiveness.
_________________________________________________________________________________________________
Pre industrialization scenario:
Today‘s Business leaders envy their Traditionalist counterparts as they managed their business in a simple but
challenging environment as compared to today‘s dynamic and complex business environment. In early days of
industrialization people issues where occasional and more related to compensation & welfare management, which were
directly addressed by the business leaders without any special intermediary. Due to simple and flat organization structure,
business leaders found it simple but challenging.
Pre-industrial period is characterized by absence of any formal HRM within organizations .But there were some
dramatic changes which ignited the modern HRM. They are Cessation of feudalism, release of labour from land and the
beginning of the free employment relationship. Shift from subsistence agriculture to a commercial mixed economy, a
diffusion of economic control and distribution of wealth and income. Spectacular growth of town with the middle class
and villages along with the middle class that included skilled craftsmen and merchants development of putting out or
domestic system.
Industrialization replaced the human effort and skill by machines. Factory system which was developed due to the
industrial revolution gave birth to rationalization of work and division of work. Necessity of supervising was also
introduced. The personal practices become autocratic, based upon a commodity concept of labour, there was a total
neglect of the human factor the focus was upon materials, markets and production. The factory owner delegated the
responsibility to the foreman which eventually resulted in drive system of management that was characterized by the use
of force and fear.
Firstly there has been a trend in management to make strategic choices that has represented aggressive union avoidance
policies and have resulted in a decrease in union representation of their workers.
Secondly much more reliance has been placed on the employer employee relations and dealing with employees directly
as individuals rather than on management-union relations and dealing with employees indirectly and collectively.
Thirdly HRM aims at creating a sense of mutuality among the workers and management so that the workers are
considered as assets to the organisations to attain competitive advantage.
Fourthly the successful application of Total Quality management principles by Japanese companies contributed to the
recognition that employees a virtual organisational resource.
Contemporary Context:
Today‘s HRM functions are different from that of the past in many ways.
Firstly today‘s HRM is characterized by the emphasis on the integration of traditional PM activities as well as HRM‘s
involvement in overall organizational planning and change.
Secondly HRM today is characterized as a partner in organisational change, creator of organisational culture and
facilitator of organisational commitment. Third, HRM is characterized by the decentralization of many of the traditional
HRM activities from personnel specialists to senior line management.
Fourth current HRM is characterized by a focus on individual employees rather than on collective management-trade
union relations.
Furthermore HRM has become a partner with other management functions and has become increasingly responsible to
cultivate the requisite culture that is conducive of required behaviors.
Role of human resource or personnel manager in the industry and society arises from the fact that personnel are
indispensible resources for carrying out any productive operation. To quote Oliver‘ Sheldon, No industry can render
efficient so long as the basic fact remains unrecognized that it is principally human. It is not a mass of machines and
technical processes but a body of men. An industrial society is conspicuous by complex nature of forces which influence
the behaviour of individuals and groups within and outside their workplace. The focus of personnel management for a
long has been management of industrial relations including employer‘s relationship with individual employee and the
relationship between management and unorganized unions. The term industrial relations and labour relations were
popularly used with reference to personnel function due to rise in collective bargaining and other related functions. The
role of personnel management in industry is underlined by the complex and dynamic nature of environment under which
the modern large-scale industries functions. The impact of technology on organization structure, politicization of workers
union, and the growing consciousness of industrial employees about their rights and privileges have made the role of
personnel management increasingly more important in industrial undertaking.
Impact of people issues on Business:
_________________________________________________________________________________________________
An organization's success or failures are vitally connected to the performance of its employees. If the employees of the
organization are unable to perform to their fullest potential, it could be due to the lack of employee engagement or
employee disengagement.
Effect of Disengagement
Over recent years there has been seen a significant shift in the employee-employer relationship. With increasingly
competitive markets, globalization, a volatile economic climate, demands for constant change and the war for talent,
organizations face significant challenges in their pursuit for business success. The psychological contract is now different
to what it once was; for many, there is no longer a job for life and indeed redundancy is a very real possibility. There is
also evidence that expectations of employers and employees differ from those of the past. In increasingly turbulent times
engagement may therefore be the 'deal-breaker' for organizations seeking sustainable success.
Some employees now seek short-term careers in different organizations with the expectation that they will commit for the
short-term and move on from jobs that are not satisfying, or simply use experience gained in one role as a stepping stone
to another job (Bates, 2004)3. On the other hand, organizations want people to put in extra effort and generate innovative
ideas to improve services and save money (Skapinker, 2005)4.
Several researches have highlighted the startling costs that employee disengagement may bring to the organization in
terms of employee turnover and reduced productivity.
According to a 2003, Towers Perrin study of 35,000 employees, employee disengagement may be the best predictor of
turnover. Two-thirds (66%) of highly engaged employees have no plans to leave their current jobs, versus just a third
(36%) of the moderately engaged and only 12% of the disengaged.
According to a 2002 meta-analysis by Gallup, business units with more employee engagement showed higher rates in
every measure of success when compared with business units that had low employee engagement. Results showed that
business units with higher rates of employee engagement had 86 % higher success rate on customer metrics; 70 % higher
success rate in lowering turnover; 70 % higher success rate in productivity; 44 % higher success rate in profitability and
78 % higher success rate in safety figures (Creek, 2010) 5.
In contrast to this, their research found that disengaged employees are two to three times more likely to leave their jobs
voluntarily, leading to average turnover rates in the United States of 15- 20 %, depending on industry and region. Active
disengagement causes lost productivity that costs an estimated $3,400 per $10,000 in salary; this is on top of the turnover
costs. The Gallup research further establishes that the least engaged employees are the lowest performers (Creek, 2010).
Cost of Disengaged Workforce
1. Effect on Work - The disengaged employee tries to evade work, struggles to meet deadlines and is reluctant to
accept additional responsibility.
2. Effect on Co-Workers - The negativity of a disengaged employee, demonstrated either through raves and rants
or complete withdrawal from participation, affects the team morale. After all who has not heard of the proverb -
one bad apple can spoil the whole bunch.
3. Effect on Customers - Every employee, whether an organization likes it or not, becomes its ambassador. And a
disengaged employee either by actively de-selling the organization, or by complete apathy towards their work,
product, process, organization help create disengaged customers.
4. Effects on Productivity - Disengaged employees seldom push themselves to meet organizational goals let alone
contribute to innovative practices at workplace. Since, they do not believe that their work contributes to the
organization; they evade completing tasks thereby affecting team productivity.
5. Effect on Company Performance - In the corporate world, time is money and organizations must innovate to
stay relevant. A disengaged workforce by virtue of delayed completion of tasks and inability to improvise and
innovate cost the company dollars which ultimately affects bottom line. This has been validated by a Gallup
Study whose research showed that costs of disengaged workforce in the United States was upwards of $300bn
annually.
6. Effect on Personal Life of Employee - A disengaged employee is seldom able to shake off the lethargy and
perform in the current organization or land a job of preference. This leads to pent up frustration which may
ultimately affect his personal and family life.
_________________________________________________________________________________________________
We would like to highlight the strategic linkage of employee engagement to the business function in following figure.
Fig: (b) Strategic position of Employee engagement in relation with Business
The following model highlights the levels of employee engagement and the employment experience across different
aspects of the work environment.
Fig (c): Levels of Engagement
Activities under Employee Engagement:

A] Engagement Strategies and Employee Categories
88.8% of the HR Managers say that they implement different strategies for different employee categories. The strategies
that are usually implemented at worker level are:
 Medical Support
 Idea collection schemes
 Training and Development
 Rewards like operative allowance
 Cultural and social programs
 Basic incentives
The strategies that are generally implemented at manger/supervisor level are:

 Activities like 6 Sigma and Quality control
 Performance appraisal
_________________________________________________________________________________________________
 Job enrichment and elevations
 Provident Fund
In Raymond‘s they specially provide KRA's (Key Resultant Areas) at the managerial level so that they keep them
involved. Career opportunities are also a main factor affecting the engagement at this level. At the top management level
55.5% of the HR managers feel that remuneration has a significant impact on the employee engagement. However, all the
HR Managers feel that the top management ought to be engaged by themselves. In Raymond‘s they feel that giving them
challenging work and opportunities will have a good impact on the engagement. Similarly, being a part of top
management ego satisfaction is yet another significant factor that is to be looked after at this level.
The strategies for new entrants are:
 Induction
 Classroom as well as on job training
77.7% of the industries give training to their new entrants. The HR manager of Mahindra and Mahindra feels that having
career planning for new entrants will have a good impact on engagement. In Indorama Synthetics apart from induction
and training they also have the procedure of job rotation to the new entrants so that the skill and interest of the employee
will be identified and maintained.
The general strategies that are implemented on high performers are:
 Recognition and rewards
 Performance appraisals
 Job elevation
 Salary increment
The HR Manager of PIX transmission Limited feels that talent management of the high performers is necessary for the
individual as well as organizational growth. In Raymond‘s Ltd. More challenges are given to the high performers.
Leaders need to adopt 10 engagement and retention practices:

1. Link your engagement efforts to high performance.
Employee engagement is not about employee satisfaction. You don‘t want a team of satisfied but underperforming
employees. I define engagement as the unlocking of employee potential to drive high performance. Employee
satisfaction should be an outcome of a great culture— not the goal.
2. Engagement starts at the top. A key engagement driver is the actions of senior leaders. Leaders must demonstrate
support for an engaged culture by living the company values. Leaders have large shadows—people are watching
everything you do!
3. Engage first-line leaders. Employees join great companies but quit bad managers. The key driver of engagement is
the relationship with managers. If line managers are disengaged, employees are four times more likely to be
disengaged.
4. Focus on communication—the cornerstone of engagement. Recognize the power of a robust communication
plan—one built on clarity, consistency, and transparency. Leverage the communication venues (especially social
media), and tailor communications to reach vastly different generations.
5. Individualize your engagement. Tailor your communication approaches, rewards and recognition programs, and
training and development investments to the unique motivational driversof each employee. It‘s insufficient to treat
people the way you want to be treated. The new mantra is treat people the way they want to be treated.
6. Create a motivational culture. Leaders can‘t motivate employees‘ long term. They must create motivational
cultures. Leaders need to understand the different intrinsic motivational drivers of their employees. A key
engagement driver is empathy. You will get more discretionary effort when employees think you care about them as
people!
7. Create feedback mechanisms. Ask employees what they think. Use engagement surveys to check the
organizational pulse. How engaged are your employees? Are you capturing their discretionary effort? Are you
asking what do you think? In engagement surveys?
8. Reinforce and reward the right behaviors.
People are more motivated by achievement than money. In fact, money can disengage if employees perceive
unfairness. Since you get the behavior you measure, I suggest a blend of both quantitative and qualitative metrics.
_________________________________________________________________________________________________
9. Track and communicate progress. Put a balanced scorecard in place. Employees are no different than leaders—
they both want to work for a winning organization. You need to tell your employees where the organization is
headed, how the company is performing, and where they fit in. These are key alignment and engagement necessities.
10. Hire and promote the right traits and behaviors for your culture. You have a hiring issue, not an engagement
issue, if you‘re hiring the wrong behaviors and traits to succeed in your culture. Use my
BEST profile of staff selection: Beyond looking at education and skills (E/S), recognize that people succeed or fail
because of their behaviors and traits (B/T). You need a sustainable retention and engagement strategy. Think of your
engagement investments and efforts as a dimmer light switch: during financially challenging times, you lower
slightly; during boom times, you elevate slightly, while continuously communicating with your employees the
realities of business challenges and successes.
B] Practices To Improve Employee Engagement
The practices that would definitely have a good impact on employee engagement are:
 Rigorous training and development
 Idea collection schemes
 Monthly update on corporate goals and directions
 Providing growth opportunities
 Showing employees that you care about them
Apart from the above practices the practices that are most likely to improve employee engagement are:
 Regular feedback from people
 Developing a safe, clean and inspiring work environment
 Intranet forums and blogging for interaction with top management directly
 Choosing the right person and giving the realistic job purview
 Strong induction and orientation program
 Giving employees challenging work
Impact Factor:
To say the least, employee engagement is the driver of success for any organization.
It is obvious that employee engagement can indeed bring success to any organization. The biggest question which
managements need to ponder about is how?
Modern day Japanese organizations are using highly advanced management concepts like Kaizan Management, Total
quality management. Supply chain management which calls for a high degree of innovation in the workplace.
Encouraging employees to innovate is an important thing which all the organizations need to cultivate. Encouraging the
employees to innovate can bring the desired outputs, in terms of quality, productivity and profitability.
Encouraging the employees to participate in decision making and other organizational tasks is an important facet every
organization needs to build. Employee participation ensures a high degree of connectivity to the organization, this
connectivity is employee engagement.
If the above two tasks are to be accomplished, then it really requires the presence of the third i.e. creation of a stress free
and hassle free environment. A stress free and hassle free environment means that employees put their best efforts; they
can innovate and be creative ensuring optimum output.
A hygienic environment means that an organization which has decent employee- employer relations, free exchange of
information is possible without any barriers. An organization of this sort can help a great deal in building a hygienic
environment which aids in organizational success
Creation of an environment which consists of hassle free working environment, excellent cross cultural relations and
friendly employee and employer relations is highly recommended as such an environment can motivate the employees to
a great deal thus resulting in improvement in performance.
Encouraging teams to work has its own advantages. Normally teams know how to complete the work within a stipulated
interval of time with limited resources.
Encouraging employee accountability is the key thing. Advocating the thought of accountability ensures people are
trusted with a job, the responsibility that comes with the job and are expected to complete the job in stipulated time
intervals. Employee accountability is important to achieve employee engagement.
_________________________________________________________________________________________________
Encourage employees to face to new challenges, handle new challenging tasks, adapt to new situations. To handle
challenging situations employees need to be engaged to their jobs, to their organizations all the time. It is this bonding to
their jobs, employee's attachment to their jobs which ensures that they can handle challenges.
Due to the advent of globalization, industry, organizations and its people are facing the need to change constantly. Top
managements should be propelling techniques such as change management to ensure that its employees are always ready
to face, accept and deal with challenges.
Top managements need to allow free flow of information such as industry updates, sectored updates, product updates,
quality issues and compliances, employee development updates etc.
The definite benefit of having employees engaged in an organization is high productivity and high customer satisfaction.
The most likely benefits of having engaged employees in an organization are, decreased attrition rates, employees
support in downtrend of the business also decreased absenteeism and employees become brand ambassadors of the
organization.
Triggers of Dis-engagement
Employee Engagement which focuses on organisational effectiveness, it ideally calls for early identification of problems
related to employees. Following are few symptoms to be looked for among employees to alert the function head for
precaution methods:
 A person who spends more time on personal calls or internet searches while at work would be a very big red
flag.
 Another could be an unwillingness to defend the company position in discussions; or does not take part in
meetings - siding a bit away from others.
 When you see a shift in behaviour which borders towards the negative
 Tardiness at work
 Reaching late, leaving early
 Tasks remain pending for long
 Gets non vocal in team meetings
 Adopts a "Chalta Hai" Attitude
 Persistent Negativity ( about their tasks, roles, or the Company)
 No pride or responsibility in their work
 (Persistent) Failure to complete tasks
 Failure to take any responsibility for mistakes
 (Persistent) Lateness / Absence
 Using company time / property for personal gain.
Any HR Tool whose effectiveness can be measured increases its acceptance among top management; following are few
tools that are used to measure employee engagement:
 Customized surveys
 Gallup‘s 12Q survey
 Modified Gallup‗s 12Q survey
 E³ Process
 Engagement Drivers:
 Career Opportunities
 Brand Alignment
 Recognition
 People Practices
 Culture
Testimonials
Taking the Pulse:
Consider doing more than one type of survey, each with different questions, frequencies and audience. 3M, having
surveyed employees in various ways since 1955, does Zappos.com with far fewer employees.
Pulse Surveys are briefer, more frequent surveys that address specific issues or are given to specific segments of the
workforce, and they can take place between annual services, Gebauer notes.
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Zappos.com whose managers create service in-house, who holds all 1500 employees twice a year with a 45 question list.
The company also conducts monthly, 5 question pulse surveys that ask employees to respond to broader statements such
as ‖I feel like I am making progress in my career‖ . The twice yearly service goes into more detail with responses to
statement such as ―My supervisor makes sure, I get the support I need‖ or ―My supervisor gives me timely feedback‖
3M fields three kinds of engagement surveys, all says. 1] Done every other year, is for company leaders. 2] Second
survey covers about half the employees, population each year. 3] The third set of shorter surveys can be tailored for 3M
operations in specific countries or business units.
Schneider advocates having line managers communicate survey results to their own employees and training line
managers to do so while also requiring them to create action plan to respond to survey recommendations.Campbell
expects all employees to have engagement objectives in their performance reviews so engagement is from the top down
and from the bottom up. Downes says, ―Each business unit gets its engagement results and has to produce, ―Actions that
are meaningful for their work teams‖
Conclusion:
Job Satisfaction is the highest influencing factor of employee engagement followed by motivation and effectiveness
orderly.
In line with the changing mindset, India Inc. is devising new ways of keeping their employees engaged.
India: Engaged – for now In India, employees cite the type of work and their promotion opportunities as the foremost
motivators, and for the most part, employers are meeting their needs. Workers send favorable signals of commitment:
four-fifths say they would recommend their organizations as ―a good place to work.‖ But given the opportunities opening
up in such a dynamic economy, Indian managers need to stay on top of what workers value – including helping workers
understand the rewards package and programs being offered.
Finally HR-Manager should ensure to give satisfactory answers to employee raising following questions:
 What do I get?
 What Do I Give?
 Do I belong to the organization?
 How can I Grow?
Dos for effective Employee Engagement:

 Flat Organizations
 Effective Communication
 Healthy Work Environment
 Motivation
 Employee Participation & Empowerment
 Team Building Activities
From the above study of various aspects and dimensions of employee engagement, it is obvious that the HR leaders have
realized the importance of sharing the organizational vision and the path to that vision with the team. We conclude by
asserting that HR leaders should aim for an agile workplace with changed People strategies, employee engagement taking
the centre stage.
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Annexure:
Sr.No Employee Engagement Assessment Parameter
1 I rarely think to shift to another organization
2 I feel happy with the relationship among co-workers in the company
3 I make considerable contribution towards my organization
4 I understand my responsibility towards my position
5 I have confidence in decision making capability of Top Management
6 I‘m involved in decision making related to my work
7 We have effective Performance Appraisal & Reward system in place
8 I have sufficient career opportunities in my organization
9 As compared to other companies we have healthy working environment
10 I can efficiently manage my Personal & Professional responsibilities
Table No. 1: Employee Engagement Framework
Key References:
1] Perryman Robinson and Hayday, the Drivers of Employee Engagement, IES Report 408 (2004)
2] Schmidt et al, A review of the Gallup studies, Gallup's Q12 engagement survey, (C) Gallup (2003)
3] The Application Bridge: A Model for Improving Trainee Engagement in the Training Process: Bates, Donald L.;
Davis, Tammy J. International Journal of Management. Dec2010, Vol. 27, p770-776. 7p.
4] Baumruk, R. (2004), ―The missing link: the role of employee engagement in business success‖, Work span
5] Singh, S.K (998), "Human Resource development Climate: Interventions and Challenges, Indian Journal of
Training and 2005 from www.WPSmag.com. Development.
6] Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage by William H. Macey,
Benjamin Schneider, Karen M. Barbera and Scott A. Young
7] Employee Engagement: The People First Approach To Building a Business by David Croston
8] I S R. (2 0 0 5), available at www.isrsurveys.com
9] The Social Workplace, available at http://www.thesocialworkplace.com/2011/08/08/social-knows-employee-
engagement-statistics-august-2011
10] A Study on employee engagement at manufacturing industries by Dr. Shulagna Sarkar
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Work Environment in Organized and Unorganized Retail:
A Comparative Analysis
Prof . Aman Borkar
Tata Institute of Social Sciences, Mumbai
_________________________________________________________________________________________________
Abstract
Retail is a flourishing sector. Both organized and unorganized retail sector are developing at their own pace with
varied strategies to sustain in business in order to satisfy and retain workers in the organization. Several studies
have shown that overall work environment does have a significant influence on the growth, development and
satisfaction of retail workers. This paper attempts to explore the different work environment factors and its
impact on organized and unorganized workers. This has been done through complex summation of several
discrete job elements (physical and social factors) that are interrelated with the overall workers satisfaction. The
study highlights the findings of 7 organized and 95 unorganized retail enterprises in Mumbai. Both qualitative
and quantitative research methods are used to collect the data using non-probability sampling and semi-
structured interview schedule.
This paper brings in diverse perspective that alters conventional understanding of unorganized retail sector as
exploitative with poor work environment and less attractive as compared to organized retail sector. Findings of
this paper demonstrate that organized retail workers are more satisfied on many components of physical work
environment factors but very dissatisfied on several components of social factors, reverse results, for unorganized
workers. A major reason for this is the changing nature of the unorganized retail sector with time and their
adoption of newer retention strategies to upgrade their enterprise and retain the most valuable human assets.
There is further scope to critically engage in analyzing and understanding the changing nature of enterprise and
workers perspective towards work environment.
Keywords: Work Environment, Organized and Unorganized Retail, Physical and Social Factors.
Introduction:-
Every organization has to measure and understand their human capital asset on the basis of certain factors like attitude,
opinions, motivation, satisfaction and dissatisfaction of employees. There are several factors/ components which lead to
satisfaction and dissatisfaction among employees, for this research, one of the factors identified is the „Work
Environment‟. This paper attempts to explore the nature of work environment and its impact on organized and
unorganized workers. It presents the findings based on the research designed to measure satisfaction level of retail
workers on a broad range of work environment components considered to be important to the workers engaged/
employed in the organized and unorganized retail enterprises in Mumbai. The results are based on the workers
perceptions of the effectiveness and quality of the work environment.
Several scholars argue that the work environment of unorganised retail enterprises is very different from the organised
one; similarly the workers in unorganised sector are less satisfied compared to the organised retail sector due to varied
reasons. Thus it is interesting to understand various work environment factors that have a positive or a negative influence
on the individual well-being, performance and organizational growth. In this paper, researcher tried to explain the actual
meaning of satisfaction from the workers perspectives towards organizational work environment.
The paper has been divided in three sections. The first section describes the dualistic nature of Indian retail sector and the
overall Indian retail scenario. The second section discusses the methodology used in this paper. The third section exhibits
the workers opinion and satisfaction level towards several physical and social work environment factors.
Dualistic Nature of Indian Retail Sector
Indian retail industry is divided into organised and unorganised sector. There are multiple ways in which these two
sectors has been defined or conceptualized. Organised retailing refers to trading organizations mostly making use of hired
labor, and with a large enough turnovers to require registration with the tax authorities. These include the corporate-
backed hypermarkets and retail chains, and the privately owned large retail businesses (Kaur 2007:167). „Organised
retailing is more visible in urban areas because of people‟s high aspirations, their high purchasing power and splurging
habits due to rising incomes‟ (Gill 2006:112; Sreejith and Jagathy Raj 2007:1). Also it has been argued that organised
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workers are mostly protected workers as they enjoy legal contractual employment which leads to considerably better
conditions than the unorganised workers .
On the other hand, Indian retail sector is heavily weighted towards unorganised retailing. The Report on the Conditions
of Work and Promotion of Livelihoods in the Unorganised Sector identifies the unorganised/informal sector as one that
“consists of all unincorporated private enterprises owned by individuals or households engaged in the sale and production
of goods and services operated on a proprietary or partnership basis and with less than ten total workers" (Varma and
Awasthi 2010; NCEUS as cited in Bino et. al., 2008). These enterprises are classified into two formats- Store and Non-
Stores. Store formats include stores with permanent or semi-permanent building, ranging around 50 square feet or more
in size, corner stores, and paper and cigarette shops whereas non-stores formats covers street vendors, pavement vendors,
cart vendors and mobile vendors (head carrying), and vendors at daily or weekly farmers market (Rajkumar and Jacob
2010; Kaur 2007:167). To simplify, the workers without any fixed employment or social security benefits provided by
the employers are categorized as unorganised or informal workers.
Previous studies have highlighted work environment in unorganised sector as conducive, non-attractive and
unfavourable, in contrast with blooming, attractive and favourable organised sector. Unorganised retailing is
distinguished by organised retailing in many ways like high labour mobility, non-conducive work culture or
environment, long working hours, abusive treatment (manhandling), unstable income, low employee pay, lack of leave,
prevalence of piece wage rates, health and safety measures, social security benefits (e.g. paid leave, pension, bonus,
medical support and health insurance, maternity leave benefits, compensation against accident, etc.), lack of labour law
coverage, seasonal and temporary nature of occupations, high labour mobility, dispersed functioning of operations,
casualization of labour, lack of enterprise support, low bargaining power, ease of entry, reliance on indigenous sources,
family ownership of enterprises, labour intensive, skills acquired outside formal school system etc. all of which make it
vulnerable to socioeconomic hardships‟ (ILO 2011; Social Security Division 2010; Basu and Verma 1997; Mehta 1985).
Scenario of Indian Retail
Precise definitions of the retail trade industry vary from country to country, depending on the industrial classification
used. Nevertheless, retail is universally understood as the final step in the distribution process, in which retailers are
organised to sell merchandise in small quantities to the public (ILO 2011). Indian retail is a flourishing sector that
provides employment to millions of people and several studies have validated the growth and prosperity of Indian Retail
Industry (Kabra 2003: 24; Singh and Tripathi 2008: 77; Sarma 2007: 2; Kaur 2007: 167). The Indian retail industry,
consisting of over 13 million outlets is estimated to provide employment to over 18 million people, the largest
employment after agriculture (Singh and Tripathi 2008: 77). It accounted for 27% of the total non-agricultural
establishments, with 18% of the establishments in rural areas and 34.3% establishments in urban areas being engaged in
retail trade (Left Parties Note 2005: 1).
At global level, India has the highest absolute number and the highest per capita number of retail outlets of which nearly
one-third are food retail outlets. Indian retail sector is estimated to grow at 13 per cent per annum from US$ 322 billion
in 2006-07 to US$ 590 billion in 2011-12 (Kabra 2003). The organized retail in the country is at a very nascent stage and
constitutes a small share of four per cent (2006-07) which is likely to grow at 45-50 per cent per annum and quadruple its
share of total retail trade to 16 per cent by 2014, generating new 8mn jobs, in addition to the 18mn jobs (Mathew et al.
2008: iii; Sharma and Dalvi 2006; Gill 2006:111).
The unorganised retail sector is expected to grow at about 10 per cent per annum from US$ 309 billion 2006-07 to US$
496 billion in 2011-12. Due to overcrowding in agriculture sector, stagnant manufacturing sector, hard nature and
relatively low wages of jobs has forced many million Indians into the service sector as they do not have the necessary
skills or education required to be absorbed in the organised sector. Given the lack of opportunities, it is almost a natural
decision for an individual to set up a small shop or store, depending on his or her means or capital, and thus a retailer is
born, seemingly out of circumstances rather than choice (Trivedi et al. 2007 as cited in Singh and Tripathi 2008: 78;
Guruswamy et.al 2005).
Methodology
The primary data is collected with the help of semi-structured interview schedule from 102 retail enterprises [7 -
organised enterprises (comprises of 2 public and 5 private sector enterprises) and 95 private unorganised enterprises]
spread over 24 wards of Mumbai and its suburbs . Total 171 workers i.e., 76 (organised) and 95 (unorganised) are
interviewed. A combination of multiple factors like economic growth with ample of employment opportunities and
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migration of workers has made the city of Mumbai as the first choice for the study. The organised and unorganised retail
enterprises have been selected on the basis of several characteristics through the non-probability sampling method.
Employees’ Perspective and Satisfaction on Work Environment
It is interesting to look at the employees‟ perception on the actual condition of work environment and not how they
interpret this condition psychologically. There are varied ways in which work environment has been defined or explained
in management literature. Kelly (2012) defined work environment as the place in which the quality of the human
experience meets and surpasses employee expectations. She further stated that work environment encompasses every
single condition in which an employee has to perform the tasks and duties belonging to his/ her function. Employees in
these environments are respected and treated well at work, thus keeping them motivated, engaged continuously growing,
and retained within their organizations (ibid).
Several scholars concluded that work environment can significantly affect an individual‟s ability and motivation towards
job (Laschinger et. al., 2004; Gagne and Deci, 2005; Manning 1982; Bitner 1992). Various studies have shown that
overall work environment does have a significant influence on the growth, development and satisfaction of retail
workers. Work satisfaction has long been a major concern of organizational research (Mottaz 1987). Bagozzi (1978) and
several other scholars defined work or job satisfaction as a measure of general satisfaction with one‟s current job and
workplace. Similarly Mottaz (1987) defined work satisfaction as a positive affective response resulting from an
evaluation of the total work situation. Babin and Boles (1998) commented that high performance is appraised positively
and results in higher satisfaction whereas stress-related factors or negative factors associated with work lowers job
satisfaction.
Job satisfaction not only predicts employee turnover but also have an impact on unit performance and profitability
(Laschinger 2004). Even though job satisfaction is linked to turnover of employees still there are several other steps
workers may go through between experiencing job satisfaction and leaving the job. Like, the job itself, perceptions of
opportunities, and most salary factors are much more powerful associates of overall satisfaction (Gibson and Klein
1970). Hence, perception towards the work environment may vary from employee to employee as it involves several
social and physical factors which may determine the satisfaction level of an employee. And surprisingly, very little
research has addressed the issue of the employee‟s perception of the work environment variables in the context of job
satisfaction (Handy 2008).
To gain a holistic understanding, the researcher collected data to measure the employee‟s perception towards physical
and social factors of work environment and their job satisfaction. In this paper, three sets of intervening variables have
been examined explaining physical factors of work environment i.e., Immediate Physical Factors, Physical Facilities
Available and Overall Physical Factors. In addition, three more sets of social intervening variables examined like Inter-
personal Experiences (with peers and supervisors), Scope for Growth and Development & Social Organizational
Environment.
Physical Factors
Immediate Physical Factors: Employment in physically demanding jobs or in jobs with difficult working conditions is a
major cause (ILO 2011) of botheration among several workers working in organised and unorganised retail sector.
Physically demanding jobs in the current paper include general „physical activities‟, „handling and moving objects‟,
„work rhythm imposition‟, „monotonous job‟, „physically taxing‟ and „body posture in the job/ spending significant time
standing‟. Using a 5- point Likert system, four items were measured under the immediate physical factors and the
responses of workers are recorded on botheration.
Table 1: Work Environment Physical Factors – Immediate Physical Factors
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(Source: Field Data)
Note: Percentage in each cell represents the fraction of total (Unorganised (N=95)) and (Organised (N=76)). ‘O’
represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. NATB = Not at all Bothered, N =
Neutral, SB = Somewhat Bothered, B = Bothered and VMB = Very much Bothered
It was observed that almost all organised and unorganised workers often stand for long periods as the job involves
continuous customer interaction and shelf management. Most of the organised workers described shop floor as a more
vibrant and exciting place to work with the opportunity to interact with customers on a daily basis. It has been observed
that majority i.e., more than 70% of unorganised and 90% organised workers reported a higher prevalence of working
tasks that are physically taxing, high work rhythm imposition, discomfort in body posture due to repetitive movements
which cause continuous pain in their shoulder and arms and dissatisfaction towards sitting arrangements. It can be
concluded that majority of the organised and unorganised workers are bothered and dissatisfied with the immediate
physical factors of the
work environment.
Physical Facilities Available: Within enterprise premise, quality environment, proper hygienic conditions and facilities
like toilets, urinals, safe drinking water facilities, adequate changing rooms, availability of first-aid kit etc. plays an
important role in motivating workers to achieve their personal and enterprise goals. The minimal presence or absence of
adequate physical working conditions may lead to dissatisfaction and affect workers health. Mottaz (1987) defined
adequate working conditions as the extent to which there are adequate resources, supplies, equipment, time, and the like
to do a good job. Physical facilities are studied under four major item and responses are recorded in „yes‟ or „no‟ form of
series.
Table 2: Work Environment Physical Factors – Facilities Available

represents Organised Retail Sector and ‘U’ represents Unorganised Retail Sector. Y = Yes and N=No
Above table (2) shows that majority of organised workers reported that although there is an emergency first-aid kit
available in their enterprise, necessary medicines are not available on time. Also there are sufficient number of latrines
and urinals in their enterprise but they are in unhygienic condition. Being workers of the big brands/ companies the
organized workers are also dissatisfied with drinking water and spaces available for recreational activities.
Provision of physical facilities is very much different for unorganised workers than organised. On drinking water
facilities, majority i.e., 87% of the unorganised workers showed satisfaction because unorganised employers and workers
share the same source of drinking water i.e., from the local tap water with absence of water filter/ an purification
facilities. Availability of first-aid kit in the enterprise is something new or unknown to both unorganised employers and
workers. It is not at all shocking to know that 74% of unorganised workers do not have attached toilets and urinals
facilities within the enterprise and hence are using nearby public open spaces. Similar conditions have also observed for
recreational activities as unorganized workers totally lack such space and facilities. In a nutshell, unorganised retail
workers are more exposed to adverse ambient factors and are more likely to work in painful/ stressful positions compared
to organised retail workers.
Overall Physical Factors (a): The overall physical factors include workers perception towards the physical facilities in
surrounding environment like equipments, materials and physical facilities at the store. The overall physical factors may
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have substantial positive or negative impact on the workers and the effects of such physical factors is recognized by
managers and mentioned in all marketing, retailing and organizational behaviour textbooks. Managers continually plan,
build, change, and control an organizations physical surroundings, but frequently the impact on workers of the facility is
not fully understood (Bitner 1992). Art Friedman (n.d.) in his research concluded that modifications in the work
environment of his organizations resulted in high employee satisfaction and commitment among his employees (Art
Friedman as cited in Pastorino & Doyle-Portillo, 2010).
Table 3: Work Environment Physical Factors – Overall Physical Factors

represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. SA = Strongly Agree, SwA =
Somewhat Agree, N = Neutral, SwDa = Somewhat Disagree and SDa = Strongly Disagree
A five point Likert Scale was used to solicit responses of workers; five items were measured under this heading and
recorded on the range of Strongly Agree (SA) to Strongly Disagree (SDa). It is well known that organised retail
enterprises have clean, comfortable and well-lit work environment compared to unorganised retail enterprises. From the
above table, it is clear that majority of the organised workers agreed that their enterprise has modern looking equipments
and fixtures, the physical facilities and the material associated at the store are visually appealing compared to the
responses of unorganised workers.
Overall Physical Factors (b): As per Section 41 of Shop and Establishment Act, every establishment premise shall be
sufficiently lighted during all working hours. Proper illumination is necessary not only for the personal protection but
also to ensure the quality of work within the enterprise premise. Poor working conditions like illumination, noise,
temperature etc are also significant characteristics of unorganised retail enterprises. Four major items are considered
under this section and the workers responses are recorded on the scale range from Not at all Bothered to Bothered.
Around 37% of unorganised workers reported botheration from illumination compared to only 6% of organised workers.
Table 4: Work Environment Physical Factors – Overall Physical Factors
_________________________________________________________________________________________________
represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. NATB = Not at all Bothered, N =
Neutral, SB = Somewhat Bothered and B = Bothered
Table (4) shows that more than 82% of the workers are not at all bothered about all the four items studied. Whereas 46%
of unorganised workers showed botheration. This is mainly because majority of the unorganised enterprises are either in
the crowded market or at the road side, with constant loud noise that makes it difficult for the workers to concentrate.
Though temperature and humidity at workplace and likelihood of labour accident does not seems to be a major
constraints for both organised and unorganised workers still few reported botheration and dissatisfaction.
Social Factors
Inter-personal Experiences (a): Inter-personal experiences of workers involve several verbal and non-verbal exchange of
information which is mostly transactional, inherently relational, involves interdependent individuals, and exists on a
continuum and in varied forms. Inter-personal experiences of workers studied here include easy applicability of training
received; supervisors‟ openness, workers recognition and communication of strategies to workers. The agreement and
disagreement of workers on these experiences are measured from these four items on the scale of Strongly Agree to
Strongly Disagree.
Table 5: Work Environment Social Factors – Inter-personal Experiences

On the aspect of quality of training, many workers stated that the trainer‟s approach should be more facilitative rather
than prescriptive. Even employers confirmed that this must involve techniques which produce more reliable and relevant
training and learning outputs, in terms of individual skills, attitudinal development and enterprise performance
improvement. ILO (2011) stated that workers who have received little or no training, or who have carried out relatively
simple and repetitive tasks for many years, will have limited knowledge and difficulties when confronted with new and
unfamiliar tasks and the safety requirements associated with them. It is interesting to know that 98% of unorganised
workers reported easy implementation of training received compared to 47% of organised workers that agreed on the
same. Although all the workers told that there supervisors are open to their idea and suggestion whereas only 59% of
unorganised enterprises are open to workers suggestions.
Our findings also revealed that one of the greatest sources of unorganised workers inefficiency is the lack of information
about changes taking place in the organization, their supervisor‟s job and performance expectations. Communicating
clearly in these areas not only reduces workers inefficiency but also helps them to do a far better job and improve
commitment. It was noted that all organised workers agreed that they get clear communication about organizational goals
and strategies whereas only 8% of unorganised workers agreed that they get clear communication.
Every worker wants to be appreciated and recognized for a job well done. Organised retail enterprises understand the
importance of continuous employee recognition and praising when they make progress towards their goal which not only
increases employee efficiency but also maintains a positive relationship between workers and employers that ensures
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fairness, respect and consistent treatment of all workers (Macleod & Clarke, n.d.) and sets example for co-workers and
helps to increase organizational productivity, therefore, 87% of organised workers are satisfied. It not only facilitates but
focus on workers development that enhances clear and accurate communication between workers and employer which is
quite invisible in unorganised retail enterprises thus only 27% of the workers agreed and satisfied.
Inter-personal Experiences (b): Supervisors play a huge role in employee morale, performance and efficiency. Pierce et.
al. (1993) described that employees with high support and motivation from supervisors are more satisfied and performed
better when they perceive their work environment as being supportive of their work efforts than when they didn‟t. In both
the sectors, almost 50% of workers showed satisfaction and dissatisfaction thus it can be said that - not all supervisors are
aware of how to communicate, guide, support and involve themselves in workers career development boost up the
workers satisfaction and efficiency
Table 6: Work Environment Social Factors – Inter-personal Experiences

represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. VS= Very Satisfied, SS=Somewhat
Satisfied, N=Neutral, SD=Somewhat
Dissatisfied and VD=Very Dissatisfied

Several scholars explained and described relationship with peers as the degree to which colleagues are perceived as
supportive and helpful (Holton 2004 as cited in Handy 2008; Oldham and Rothchford 1983; Mottaz 1987). Retail jobs
are said to be „high pressure jobs‟ and having an environment where co-workers can talk without worrying about getting
into trouble is very important. Also by encouraging connections among co-workers reduce workers inefficiency as social
support reduces the negative effects of stressful situations. All unorganised workers showed satisfaction with peers
compared to organised workers (47%) as high level of interpersonal contact exists when there is relatively little distance
between employees. In organised, there is almost equal number of male and female workers work as frontline service
providers and chances are more where both the sexes make their own groups as per there comfort and do not get much
mixed with other groups.
Flexibility in work arrangements can benefit workers and is an important factor in the retention of workers (ILO 2011). It
was observed that organised workers are spread all over Mumbai (including suburban areas and in thane district) whereas
close to 70% unorganised workers either stay within or close to enterprise or in thane district. It was noted that the
unorganised employers either prefer to hire workers who resides nearby or who have been migrated and ready to
accommodate with other workers in employers arranged place. Majority of the unorganised workers are either satisfied or
neutral with the flexibility to arrive and leave workplace.
For instance, „in case of Manoj (28) the staying arrangement for him and other workers from nearby unorganised
enterprises was made jointly by 4-5 employers having Kirana Stores in the same locality. These employers jointly shared
the rent and kept their workers near the shop under one roof. The maintenance of this room is completely done by these
workers‟.
Whereas the organised employers try to hire workers whose residence is located near the enterprise or deploy them in the
retail chain branches that are nearer to their homes. Thus almost all of the workers are either satisfied or take a neutral
stand on flexibility to arrive and leave workplace.
_________________________________________________________________________________________________
To quote an example, Aparna (29) from Mulund, is highly satisfied with the location and convenience of the organised
enterprise where she works. For her travelling within Mulund is very feasible and reduces her travelling cost‟.
Scope for Growth and Development: Workers perform at their best in an environment that is respectful of individual
work styles and diversity, but to achieve, organizational support is must. Agreement of organised and unorganised
workers on the scope for growth and development factor was measured using three items. Opportunity to develop new
skills and cross training is important and effective methods of realizing the importance of worker in the enterprise and
instilling a feeling of security amongst the worker.
On-job, off-job trainings and multitasking of workers allows them to perform tasks other than what is delegated to them
and makes them feel important. But time constraints, low education level and long period‟s elapsed time are frequently
cited as barriers to workers for taking up training and skills development opportunities. Therefore the pressure to keep up
with rapid and continuous technological changes in retail can sometimes contribute to exit early (ILO 2011). It was
observed that equal number of organised and unorganised workers reported agreement and disagreement with the
opportunity to develop new skills. But majority of the organised workers (52%) showed disagreement with the
opportunity to cross train in the organization as compared to 35% of unorganised workers.
Table 7: Work Environment Social Factors – Scope for Growth and Development

As Edwards (n.d.) stated that for long-term relationship between workers and employers, the most fundamental factors
required are stable and predictable environment. For majority of the workers, career development or progress is often
viewed as promotion and pay. To fulfill this, they would engage themselves in an enterprise‟s development activities and
extend their vertical growth in the enterprise. It is the employer or supervisors duty to construct systematic career
development program for each worker. Around 30% and 82% of organised and unorganised workers reported that they
have space to take initiative in self career development.
Social Organizational Environment (a): Regular monitoring of workers performance is one of the key factors for the
success of any enterprise. It has been argued that first line retail workers make a direct impression on the customers and
they are one of the key sources to contribute in the income of this business. Customer‟s interaction with workers and the
overall experience at the enterprise decides whether they will return or not. Based on this the employers evaluate the
attitude, behaviour and performance of their workers. It was observed that around 50% of organised and only 24% of
unorganised workers reported that they are aware of the supervisors‟ performance monitoring process.
_________________________________________________________________________________________________
Table 8: Work Environment Social Factors – Social Organizational Environment

represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. Y = Yes and N=No
Workers are the greatest assets, and in order to get the best from the workers, it is essential that they be provided with
appropriate training on all aspects of their work including health and safety. It has been noted that all organised workers
reported that they have been provided health and safety training whereas only 15% of unorganised workers agreed on the
same. One of the interesting findings of organised retail enterprises is that there are lots of intimate relationships happen
at shop floor, therefore, continuous grapevine/ rumours and gossiping has been reported by them. Such rumours results in
fights and matters are referred to the company‟s grievance redressal committee . Many a times the problem is solved by
changing the department or shifts to avoid further conflicts among them. Such issues are rarely seen in unorganised retail
enterprises as mostly employers recruit men only still 18% reported rumours and grapevines.
Social Organizational Environment (b): Supervisors are approachable in times of need can be meant as the degree to
which supervisors are perceived as supportive and helpful in job matters (Mottaz 1987). Supervisors must provide warm
and friendly environment to the workers where they feel that the supervisor is approachable. Availability of supervisor
during working hours impacts the performance of worker as they normally assist them to tackle tough customers, product
and price queries, product identification etc. which helps in creating an enabling environment for the workers. More than
half of the workers of both sectors agreed that their supervisors are approachable in times of need.

represents Organised Retail Sector and ‘U’ represents Unorganised
Retail sector. Y = Yes and N=No
_________________________________________________________________________________________________
Gibson and Klein (1970) described favouritism as it is more prevalent particularly in those organizations where merit is
not the primary criterion for promotions. Such situations lead to dire decisions as it lowers down communication with the
teammates. It might give more opportunities to favoured to earn more than others and decline the overall workplace
morale (Walter 2011:45). The issue of favouritism is mostly observed in organised enterprises where 73% of organised
workers feel unrest/ discomfort compared to only 20% of unorganised workers.
One of the most important factors for any worker in the job is day-off on weekends but retail workers are not avail of this
as consumers shop/ visit on weekends. Both organised and unorganised workers cannot take day-off on weekends,
however, organised workers do have the option of taking an off in rotations on weekdays but several unorganised
workers reported that they don‟t even have the option of weekly off‟s or holidays. Some even reported that they do not
take day-off for months. Still around half of the workers from both the sectors agreed on weekly day-offs.
Another important aspect of work environment is the way in which employer-employee speaks with each other or what
language they use. In many work settings like retail, profane language is common and often it is considered as “shop-
talk”. Abusive language, name calling and derogatory remarks are used to embarrass, ridicule or degrade the employee
that is highly seen in unorganised retail enterprises (48.4%). Few authoritarian supervisors or employers often use threats
or abusive language to enforce discipline which can be rarely seen in organised retail enterprises (21%). However this
method is also ineffective because it causes fear and resentment in the workers, which slows down work and makes
people uncooperative.
Flexible working arrangement is another important factor that reflects environment type in an enterprise. It was observed
that 80% and 60% of organised and unorganised workers reported having greater access in the enterprise to more flexible
working arrangements that fulfill their family responsibilities showed higher satisfaction and strong bond with their
supervisors or employers. It can be said that family problems have a direct impact on the workers peace of mind which
may affect their routine work. The support and help extended by the employers/ supervisors to the worker‟s during their
family problems and needs is considered as an important facet of workers job satisfaction.
Social Organizational Environment (c): The satisfaction of organised and unorganised workers from social organizational
environment factors is evaluated using four items. To begin with, work timings, number of working hours or shifts are
important components of nature of work. Everingham (2002) stated that time spent at work was experienced as time
allocated to the employer in exchange for a wage. Extra time at work may mean that an employee cannot maintain an
effective exercise program and misses a family or social engagement (Babin & Boles 1998).

represents Organised Retail Sector and ‘U’ represents Unorganised Retail sector. VS= Very Satisfied, SS=Somewhat
Satisfied, N=Neutral, SD=Somewhat Dissatisfied and VD=Very Dissatisfied
As per Bombay Shops and Establishments Act, an employee cannot be required or allowed to work for more than nine
hours a day and 48 hours a week (Section 14) and must get an interval of rest of at least one hour after five hours of
continuous work (Section 15) and work spread-over cannot exceed eleven hours a day (Sub-sections 16 & 17). It was
observed that a typical unorganised retail enterprise showed great variations in their operations i.e., half of the enterprises
studied are working in 12 hours working format while other half in 15 hours work format. Whereas in organised retail
enterprises, the store timings were mostly fixed and followed the 10 am to 10 pm time i.e., 12 hours work format.
_________________________________________________________________________________________________
For instance, Manoj (28), „joined the present unorganised enterprise as work timings were only 12 hours compared to
other retail shops that operated more than 15 hours‟. Whereas Anil (24), is working with an unorganised enterprise in
Mankhurd is highly dissatisfied with the working hours as he works for 16 hours per day.
Therefore, majority of the organised workers are satisfied with the „flexibility in working hours‟, „frequency of
overtime‟, „working in shift‟ and the „job security‟ compared to unorganised workers.
Conclusion
Retail is highly heterogeneous with considerable differences among retailers, depending on their competition strategies
and on the subsectors within which they operate (ILO 2011). With time, both organised and unorganised retail
enterprises have adopted several strategies and making lot of changes in their enterprise to retain and satisfy their
workers. Hence there is further scope to critically engage in analyzing and understanding the changing nature of
enterprise and workers perspective towards work environment.
By studying several physical and social factors of work environment, it is concluded that several immediate and overall
physical factors of unorganised retail enterprises are prevalent in varied degrees which makes most of the workers
bothered and dissatisfied whereas although there are very little resources, in terms of, physical facilities available,
workers were less bothered and satisfied. Similarly, organised workers seem somewhat bothered on certain items of
immediate and overall physical factors but in general showed more satisfaction than unorganised workers. People who
work in environments similar to themselves may experience more positive outcomes simply because such environment
provides more opportunities for reinforcement (Holland 1997 as cited in Brian Borchers 2006). Also, people generally
experience more comfort in congruent environments because these work environment often reflect their personal values
and reinforce their self concepts.
Reverse results are found while studying social factors. Organised workers on certain items of inter-personal experiences,
scope for growth and development and social organizational environment exhibited much botheration and dissatisfaction
whereas surprisingly unorganised workers are quite satisfied and comfortable on these social parameters. Reason
discovered for such shift in satisfaction amongst unorganised workers is that their family background and living
conditions reflects the similar mirror image in organizational work environment which makes them more comfortable to
work and survive in the organization. Such workers stay more time in the unorganised enterprises knowing the fact that
entry in organised sector is not at all easy for them due to several individual characteristics like sex, age, education,
formal training, nearby accommodation etc. Thus they involve themselves with enjoyable activities within the enterprise
with limited number of similar co-workers and less time with unpleasant activities.
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_________________________________________________________________________________________________
Competency Based HR Development Mechanism
A Case Study of NTPC
Dr. K. Srinivasa Rao

kokkondas@gmail.com
Associate Professor & Head, Department of Management Studies,
Ramappa Engineering College,
Mrs. S. Pratibha
pratibha1507@gmail.com
Senior Assistant Professor, Department of Management Studies,
Ramappa Engineering College, Warangal (A.P)
_________________________________________________________________________________
Abstract:
Competency Mapping is a process of identifying key competencies for a company or institution and the jobs and
functions within it. The current topic has gained a wider circulation in the management profession in the recent
times. It is identified as an underlying characteristic required performing a given task, role, or activity
successfully. Further, it is important and an essential exercise for every organization. Competencies are identified
through knowledge, attitude, skills, and other individual characteristics such as motives, values, traits and self
concepts. Every well managed firm should have well defined roles and list of competencies required to perform
each role effectively. Such list should be used for recruitment, performance management, promotions, placement
and training needs identification. The competency framework serves as the bedrock for all HR applications. As a
result of competency mapping, all the HR processes like talent induction, management development, appraisals
and training yield much better results. Thus, in this paper, an attempt is made to study in-depth competency
mapping and its organizational influence. This paper seeks to identify how an organization develops a model that
reflects its own strategy, its own market and its own customers and the competencies that bring success in that
specific context. This paper is based on an empirical analysis by taking a public sector company as a case.
Further, the paper discusses, the process of developing a competency based HR mechanism for its organizational
effectiveness.
Key words: competency, human resources, HR Mechanism, Skill
Introduction
Competencies comprise the knowledge, skills, values and attributes demonstrated through behaviors that results in
competent and superior performance. Competency describes what superior performers actually do on a job that produces
superior results. Armed with this information, selection, retention, training, succession planning and performance
management systems can be integrated and designed. Success at a job requires a level of competence. Competency
mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job
requirements, the candidate's capability, of the difference between the two, and the development and training needs to
bridge the gaps.
As far as meeting an individual's career aspirations are concerned, once the organization gives an employee the
perspective of what is required from him to reach a particular position, it drives him to develop the competencies for the
same. Competencies enable individuals to identify and articulate what they offer so that their organization (current or
future) can see value and utilise what capability is actually available. Competencies could be measured by using
behavioral indicators. A behavioral indicator is a statement of an action, or set of actions, that one would expect to
observe when a person successfully uses a competency to perform work.
_________________________________________________________________________________________________
Classification of Competencies
Competencies can broadly be classified into two categories – Basic and Professional Competencies.
Basic competencies are inherent in all individuals. Only their degree of existence would be differing. For example,
problem solving is a competency that exists in every individual but in varying degrees.
Professional competencies are over and above the basic competencies, and are job related. It encompasses the
knowledge, experience and expertise gained by an individual employee. For example, handling a sales call effectively is
a competency that a sales personnel would be required to have.
Types of Basic Competencies

1. Intellectual Competencies: Those which determine the intellectual ability of a person.
2. Motivational Competencies: Those which determine the level of motivation in an individual.
3. Emotional Competencies: Those which determine an individual‟s emotional quotient.
4. Social Competencies: Those that determine the level of social ability in a person.
It has been proved by various scholars that all individuals have competencies. Only the combination and degree of these
competencies differ from individual to individual. Hence, organizations have to identify the critical basic competencies
required for individual employees to deliver their best in their organization. The importance of mapping the competencies
proves critical for organizational success.
Need and Importance of the study

There is a need to identify the competencies required for each role for meeting the organization‟s vision and mission. It
helps us to bring the clarity in abilities required by the individual to perform a particular role or task. Competency
mapping also helps the organization for developing the individual who are performing those roles and also for succession
planning. It plays a significant role in recruiting and retaining people as it gives a more accurate analysis of the job
requirements. It helps in developing the training needs to bridge the gaps between the candidate‟s capability and the job
requirements. Competency mapping helps in identifying the success criteria (i.e. behavioral standards of performance
excellence) required for individuals to be successful in their roles
Competency mapping is important for an organization in the following aspects:
 It supports specific and objective assessment of their strengths, and specify targeted areas for professional
development
 It provides development tools and methods for enhancing their skills. It is also the basis for a more objective
dialogue with their manager or team about performance, development, and career-related issues.
 It demonstrates what type of knowledge and skills are required or found within the human capital of the
organization.
Objectives of the study

1. To analyze the training requirements of the executive and to recommend the necessary training programmes to
be conducted in future.
2. To identify the ability required to perform the role.
3. To synchronize the abilities of competencies of various roles and bring harmony.
4. To align competencies with the strategy of the business.
Methodology
The study is mainly based on data obtained through questionnaire. For this purpose, a questionnaire was designed and
administered to the executives working in various sections of EDC, Employee Services, Public Relations, CSR, Raj
Bhasha, ER, EBG, ERP, Law and matters etc. A total of 287 Employees (Executives) were chosen randomly as sample
for the study. Data collection is done with the help of both the primary data and the secondary data. The secondary data
is collected through study of company manuals, magazines, journals and internet. The primary data is collected through
questionnaire and informal talk with employees of different departments and the concerned authorities.
_________________________________________________________________________________________________
Sampling is an internal part of data collection process. It involves, existing competencies to be identified is done.
Different employees‟ competencies are identified individually with the help of TACS (Training Aspects Capturing Sheet)
analysis. The sampling technique used for the study is stratified random sampling. For this a structured questionnaire
using four point scale is used.
Literature Review
Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern
competency movement in industrial-organizational psychology actually dates from the mid1950‟s and early 1970‟s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might be cited as two landmark
efforts that originally invented the concept of competency. Concept maps were invented by Joseph Novak in the 1960s
for use as a teaching tool. Later in 1986 William Trochim developed the concept map into a strategic planning tool for
use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of
thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.
Benjamin Bloom in mid fifties Benjamin laid the foundation for identifying educational objectives by defining KSA, s
needed to be developed in education. The educational objectives developed by them were grouped under the cognitive
domain.
David McClelland (Harvard Psychologist) pioneered the Competency Movement across the world and made it a global
concept. His classic books on Talent and Society, Achievement motive, The Achieving Society, Motivating economic
achievement and power the inner experience brought out several new dimensions of the competency. These
competencies exposed by McClelland dealt with effective domain in Bloom‟s terminology.
Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. It
was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that
leads or causes superior or effective performance. Boyatzis was explicit in describing the importance of clearly-defined
competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that “the
important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the
person enable him or her to demonstrate the appropriate specific actions”(Boyatzis, 1982, p. 12).
According to Prahalad and Hamel, core competencies lead to the development of core products. Core products are not
directly sold to end users; rather, they are used to build a larger number of end-user products. For example, motors are a
core product that can be used in wide array of end products. The business units of the corporation each tap into the
relatively few core products to develop a larger number of end user products based on the core product technology. This
flow from core competencies to end products is shown in the following diagram:
_________________________________________________________________________________________________
Core Competencies to End Products
End Products
1 2 3 4 5 6 7 8 9 10 11 12
Business Business Business Business

1 2 3 4
Core
Product 1
Core Product 2
Competence Competence Competence Competence

1 2 3 4
Company Profile
NTPC –“a global giant in power sector.” NTPC Limited is the largest power generating company of India. A public
sector company, it was incorporated in the year 1975 to accelerate power development in the country as a wholly owned
company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the
company & the balance 10.5% is held by FIIs, Domestic Banks, Public and others. Today, it has emerged as an
„Integrated Power Major‟, with a significant presence in the entire value chain of power generation business.
Based on 1998 data, carried out by Data monitor UK, an ISO 9001:2000 certified company, NTPC is the 6th largest in
terms of thermal power generation & the second most efficient in terms of capacity utilization amongst the thermal
utilities in the world. Within a span of 33 years, NTPC has emerged as a truly national power company, with power
generating facilities in all the major regions of the country. Driven by its vision to lead, it has charted out an ambitious
growth plan of becoming a 75000 MW plus company by 2017.
_________________________________________________________________________________________________
NTPC’s power contribution to the Nation
Organization Structure of NTPC at Corporate Level
Source: Office records, NTPC
Levels in hierarchy:
 Corporate – Directors
 Regions - Executive Directors
 Plants – General Managers
Competency Based HR Mechanism at NTPC
HR strategy at NTPC
Competence building, Commitment building, Culture building and Systems building are the four building blocks of HR
systems at NTPC.
_________________________________________________________________________________________________
Competence Building
Culture Commitment
Building NTPC Building
Systems Building
(A) Competency Building Measures
Talent Hiring and Management
Key Focus of HR: Attracting, Developing & Retaining Talents to be done on sound manpower planning
system based on benchmarking of international practices of manpower norms.
 The cost and quality of manpower hired to be competitive.

 Development of Business orientation, commercial, marketing and legal skills
(B)Competency based Performance Management System
NTPC shifts its focus from performance appraisal to performance management. It tries to define, document and
circulate competencies of all employees and measures like KPA, Review and feedback system, identifying
needs and linkage with T&D and Reward and Recognitions were undertaken.
The Performance Evaluation is undertaken by the organization to bring out developmental needs by linking it to Training
and Development Initiatives.
Here are some of the competency based performance Management Systems which are in practice in the organization:
 Identifying Performers and Non-performer

 Coaching and counseling the Non-Performers to enhance performance
 System for suitably dealing the persistent Non-Performance.
_________________________________________________________________________________________________
(C) Leadership Development Program
 Leadership Development at all levels with special focus on developing strategic leaders, functional
leaders, business leaders, entrepreneurial leaders and transformational leaders
 Development of Global Competencies
• Transition of Development Center to Assessment Center
• Multi-source Feedback through 360° appraisals
• Integrated Career planning, development and succession planning
 Focus on employee Development & Job enrichment
 Identifying various career paths leading to business leaders/functional leaders
 Short-term and long -term career rotation plans
Analysis
The analysis is done by using TACS which comprises of 22 competencies where the employees have to identify their
level of comfort by checking the respective parameter. There are four options for the employee to choose. They are:
1) Very uncomfortable.
2) Uncomfortable.
3) Comfortable.
4) Very comfortable.
The TACS was administered to 287 employees who are working in various positions in the organization. The TACS
provides from each employee the level of comfort in an area is seen. Then the given data is compiled and tabulated for
study purposes. The respondents were given with enough time to think and respond to the statements provided. After
this, all the data is entered in the form in an excel sheet in a computer. Then the data entered will be utilized for various
purposes with their designation, with the help of their department and the level of comfort to be identified in each area.
Each employee is identified and noticed, their level of comfort ness of all the areas covering the domains such as
managerial, computer, analytical and health were studied. Then each of the area is indicating the comfort level in dealing
with the issues in 1-4 scale for each employee. Then after entering the data of all the employees in the excel sheet, finally
analyze how the scales are given and what steps to be taken and how many programmes to be conducted and in which
manner they can be trained etc. All these can be analyzed by the help of data work which is done in the final step. The
areas in which these employees are logging behind are found which will help in finding the number of employees to be
trained etc. All these can be done based on their schedule. According to the organization, training is given by the
employee development center, depending upon their time table of Employee Development Centre (EDC). The
programmes are to the employee level of comfort, in which the organization is lagging behind from each and every
employee then the employees are nominated with training.
There are lots of benefits of arranging the training. Basically, they are of three types:
1. For an individual the training will be provided in the areas in which the employee is lagging behind.
2. The EDC, training those employees who were lagging behind based upon competency matrix.
3. For an organization the strengths and weaknesses will be known based on the skills matrix.
In the process of analyzing the list which is done in excel sheet, the analyzing will let us know the total number of entries
which will be denoted as1, 2, 3, 4 are separated and the combination of 1 and 2 entries are to be sent for training ant the
total of 3 and 4 are restored as they are in comfortable category. If the total number of employees found in 1 & 2
categories then they are grouped into 3 batches of 20 members each in a group. Then the EDC will take up the
responsibility of providing training according to their skill shortage as indicated in the matrix. The EDC is vested with
the responsibility of designing and conducting the training. The analysis of TACS will help the EDC in designing
_________________________________________________________________________________________________
training to suit the needs of the employees. Then, along with the areas there are four related options i.e. finding the
average of areas which are based on managerial, analytical, health care and computer based areas.
Before finding the average of these areas the researcher found suitable matches opted by respondents in the matrix. This
is done based on the factor analysis method. Then, with the help of this it is noted that the areas listed against serial
numbers 12, 16, 17 and 18 belong to managerial skills, and areas listed against serial numbers 3, 5, 7 and 8 belong to
analytical skills and areas listed against serial numbers 9 and 13 relate to health care. Finally, serial numbers 2 and 15
belong to computer based areas. Then after the areas to be entered is done then the four options to be entered in the excel
sheet. This is entered for calculating the average of these managerial, analytical, health care and computer based areas for
each of the employee.
With the help of this, we can know that the employee is good in which area and, thus helps in finding out the areas in
which the employee is required to have an improvement.
TACS (Training Aspects Capturing Sheet) Tree

TRAINING
REQUIREMENTS
Organizational Individual
requirements requirements
Performance Requirements in Post retirement

requirements health care requirements
Present
requirements
Requirements in
domain area
Requirements in
ERP and computer
area
Requirements in
Human Relations
Area
Requirements in
material
management area
Other
organizational
requirements
Requirements in
TQM/6 Sigma area
Future
requirements
Requirements in
domain area
The TACS will be given to 287 employees who are working in various positions in the organization. The TACS provides
from each employee the level of comfort in an area is seen. Then the given data is compiled and tabulated for study
purposes. Then each employee is identified and noticed, there level of comfort ness of all the areas covering the domains
such as managerial, computer, analytical and health were studied. Then each of the area is indicating the comfort level in
_________________________________________________________________________________________________
dealing with the issues in 1-4 scale for each employee. The respondents were given with enough time to respond to the
statements provided.
Key Findings:
Competency
S.No Very Very
Comfortable Uncomfortable
. Area Comfortable Uncomfortable
Interpersonal
1 59 21 10 10
Relations
2 ERP Knowledge 42 3 41 14
3 Data Analysis and statistics 42 8 41 9
4 Negotiation skills 45 10 33 12
5 Planning and Budgeting 36 11 37 17
Coaching and developing

6 53 20 21 6
subordinates
7 Manpower scheduling 57 12 22 9
8 Costing and controlling 40 12 26 12
9 Stress Management 42 9 37 12
10 Retirement Planning 29 18 29 24
11 Financial Aspects 36 8 42 14
12 Leadership 59 11 23 7
13 Health care 53 20 21 6
14 Conflict resolution 47 07 36 10
15 Computer Knowledge 48 13 31 08
16 Building teams 61 12 23 04
17 Communication skills 69 11 15 04
18 Presentation Skills 59 09 24 08
19 Legal aspects of Power plant 25 06 51 18
Disciplinary procedure and

20 36 07 42 15
departmental enquiry
_________________________________________________________________________________________________
Source: Questionnaire
From the analysis it is identified that with respect to the interpersonal relations 80% of the employees are comfortable,
20% felt uncomfortable. The ERP Knowledge indicates that 45% of employees are comfortable, 55% are uncomfortable.
41% of employees felt that Statistical Quality Control is comfortable, where 59% say it is uncomfortable. Regarding the
Planning and Budgeting 47% feed that it is comfortable and 53% say that it is uncomfortable. 73%of employees feel that
the coaching and development of subordinates is comfortable and 27 % feel that it is uncomfortable. Taking the
Manpower scheduling into consideration 69% of the employees feel comfortable and 31% of employees felt
uncomfortable. 51% of employees felt Stress management is comfortable and 49% of employees felt it as
uncomfortable. 29% of the employees feel that the retirement planning is comfortable and 53% of employees felt that it
is uncomfortable. The financial aspects of the organization is comfortable to 42% of employees and uncomfortable to
56% of employees. The leadership method is comfortable to 70% of the employees and 30% felt it as uncomfortable.
Regarding health care aspects 59% of employees indicated that it is comfortable and 38% felt that it is uncomfortable.
The conflict resolution process in the organization is comfortable to 54% of the employees and uncomfortable to 46% of
employees. 73% of employees feel that building teams is a comfortable to them and 27% feel that it is uncomfortable.
43% of employees feel that the disciplinary procedure and departmental enquiry procedure is comfortable and 57% feel
that it is uncomfortable.
Conclusions
The Competency Mapping is a very important tool for the development of an organization. Almost all the employees are
very comfortable with respect to negotiation skills, ERP Knowledge, while most of the employees are uncomfortable
with legal aspects and material management of power plant. It is also found from the study that most of the employees
are also uncomfortable with statistical quality control, planning and budgeting. Further, the EDC department should look
into these areas and strive for the improvement.
References
1. McClelland. D.C. Testing for competence rather than for ìntelligence'. American Psychologist, 28(1):1--14,
January 1973.
2. Rao, T. V (2003), Performance Management and Appraisal Systems: HR Tools for Global Competencies, Sage
publications, New Delhi.
3. Sudipta, “Competency based HR”, Express Computer, 10 Jan 2005.
4. Rao, T.V. (2003) Art and science of competency mapping. USA. Available at http://www.tvrls.com/index.html.
5. Sharma, Radha R (2002), 360 Degree Feedback¸ Competency¸ Mapping & Assessment Centres, Tata McGraw-
Hill, New Delhi.
6. Sanghi, Seema (2005), The Handbook of Competency Mapping: Understanding, Designing and Implementing
Competency Models in Organizations, Response Books, New Delhi.
7. Healthcare Executive, (2006). Career and Competency Mapping Leaders Embrace Life-Long Learning for
Success. [Online] Available
at:http://www.governanceinstitute.com/LinkClick.aspx?fileticket=LDcaH2RmAUU%3D&tabid=165&mid=857
. [Accessed 11 Feb 2010].
8. Palaniappan, R (2005), Competency Management- A practitioner‟s Guide, Specialist Management Resources,
Sdn Bhd.
9. Sharma, R (2002), 360 Degree Feedback: Competency Mapping and Assessment Centers, McGraw-Hill, New
York.
10. Sullivan, R. y N. McIntosh (1998). The Competency-based approach to Training. USA,
http://www.reproline.jhu.edu/
_________________________________________________________________________________________________
Creativity in Education:
Innovative teaching for creative learning
Dr. [ Mrs.] Ashwini Kulkarni,

Executive Director , Audyogik Tantra Shikshan sanstha , Pune Maharashtra , India
ashwini2@yahoo.com
Abstract
Creativity is no more looked upon as an in born talent which is the prerogative of few. Today creativity is looked
upon as most effective tool for innovative problem solving. Worldwide researcher have concluded that creative
can be learnt through innovative teaching methods . Today With technology outburst creative learning has gone
thru paradigm shift and teachers can effectively use technology as significant tool for innovative teaching . The
paper presents detailed analysis of creative learning environment and discusses about enablers of creative
learning for enhancing creativity quotient
Key word and phrases : Innovative teaching , creative learning , creativity quotient [ CQ] , enablers of innovative
teaching , creativity building program
1] Preamble: Today‟s world brings us most uncertain future . The questions do not have ready made answers. There are
contradictions and conflicts in the process of finding out „ one best solution „ to any problem. The need of innovation and
creativity is now more than ever , in order to face these complex challenges of future . The young generation will face
these future challenges effectively by critically working on their CQ [ creativity quotient ] along with IQ and EQ
2] What is creativity: According to conservative approach , creativity has been an intangible process, which has been
the province of geniuses & artists. It was a strong belief that it is an inborn attribute but now, creativity is recognized as a
practical skill, which can be taught and which everyone can achieve. It is a way of thinking in which one looks at same
things with a fresh viewpoint , approach a problem with an open mind and use imagination rather than knowledge to
explore new possibilities rather than established approaches. David Peat in his Talk given to an Ottawa group of teachers
said “You can certainly train people to carry out tasks in a better way, acquire new techniques and skills, and to
accumulate new knowledge. But the whole essence of creativity lies in its freshness, its freedom, its newness. Creativity is
often unexpected and exciting. It involves seeing things in new ways and breaking rules”
2.1] Creativity and intelligence: Intelligence has been understood for decades as the central individual characteristic of
creative people. The threshold theory suggests that there is a minimum level of intelligence is required to be creative, but
not all intelligent people are creative. Other studies conclude that intelligence is a "necessary but not sufficient
component of creativity" (Heilman et al., 2003). Sharp (2004) distinguishes creativity from intelligence and talent.
Intelligence refers to the aptitude and skills in a given area, but does not imply any originality or creative ability in that
given area Thus Intelligence Quotient (I.Q.) is not a reliable indicator of developed thinking skills. A student with higher
I.Q. may have the ability to understand concepts faster but that does not guarantee success in solving creative problems
with high C.Q [ creativity quotient] .This research further confirms that enhancing creativity will need specific efforts
and methodology and can not be an outcome of the process of enhancing intelligence
Figure 2 : Scatterplot showing the relation Between creativity and intelligence (Runco 2007)
_________________________________________________________________________________________________
3] Need for creativity in education: Creativity which is abstract and cannot be converted to realistic framework could
remain in fairytale mode . But bringing the creative imagination from abstraction to real life framework could lead to „out
of box thinking‟ for problem solving. Connecting the most diverse thoughts, information, resource, disciplines could lead
to great solutions to various problems and also ensure optimum resource handling.
Education on the other hand provides a realistic platform based on knowledge, information and application. It spreads
over various disciplines, subjects and faculties .The education system which frequently asks question more of „why „and
„how „nature than „what „, is the need of time.
Today, With outburst of knowledge and explosion of information, there is a critical

need to use this knowledge and information to creative applications. The daunting
problems of global warming, terrorism, corruption could be addressed through
creative solutions by the next generation which is in schools and colleges today.
In addition to the importance of creativity in educational system on a national and global level, it is a key at an
individual level also. Creativity improves the self-esteem, motivation and achievement of learners. Students who are
encouraged to think creatively
 become more interested in discovering things for themselves

 are more open to new ideas and challenges
 are more able to solve problems
 can work well with others
 become more effective learners
 Have greater ownership of their work
3.1] Earlier the better : The research worldwide has established the relation ship between and age and creativity
index
Level of
Creative imagination
Age
6 12-14 20 30 40
Ribot curve [ source : Gen3 – innovation discipline approach ]
The graph shows that creativity is at the peak at the age of 13 ,remains stagnant for some period and then starts dropping
down. Two ways of enhancing the creativity is by maximising the peak and also by prolonging he decline of the curve so
as to maximize high creativity area during the „ professional age span”
It is interesting to note that at school and under graduate level the creativity , which is at the peak, can be pulled towards
the professional years of the individual when he can apply his creative mind at his work place . These professional years
of any young citizen are most productive for nation building and sustainable growth . Thus the investment of “creativity
in education “ today will be an asset for promising economical and social growth of the nation in future
_________________________________________________________________________________________________
4] Innovative teaching leads to creative learning
Creative learning is any learning which involves understanding and new awareness. It allows the learner to go beyond
acquired information & focuses on thinking skills. It is based on learner empowerment . The creative experience is seen
as opposite to the reproductive experience. On the other hand Innovation is the application of a process to benefit a
domain field . Therefore, innovative teaching is the process leading to creative learning,
4.1] Enablers of innovative teaching for creative learning
4.1.1] Environment and culture : The main challenge lies in the values that characterise creativity and
innovation (risk-taking, exploration beyond the rules, non-conformity), which are in sharp contrast with School / college
values (standardisation, obedience, relevance and correctness). In order to promote freedom of experimentation ,there is
a need for a change in pedagogy towards a more permissive environment which cherishes new ideas, encourages risk-
taking and mistakes, and allows learners to assume ownership of their learning
4.1.2] Curriculum : A well crafted curriculum promotes different areas of knowledge , Balances between
prescription & freedom and also Addresses students' interests. Such curriculum offers options and electives to students
to choose fro. A curriculum that values questions above answers, creativity above fact collection, individuality above
uniformity and excellence above standardized performance fosters creativity
It is noticed that problem solving needs multi facet understanding of the issue , optimum resource untilisation
and also multi disciplinary knowledge base . Thus creativity moves around in each field of knowledge and loosens the
water tight compartment between disciplines . It is essential that in schools and undergraduate programme such
foundation is created through curriculum with various subjects, fields and discipline
4.1.3] Individual skills : Students can develop certain attitudes, abilities and knowledge in order to perform in
creative ways.
When students are being creative in the classroom they are likely to:
 Question and challenge. They don‟t necessarily follow the rules.
 Make connections & see relationships. Creative students think laterally & make associate things that are not
usually connected.
 Imagine, contemplate alternatives and look at things from different view points.
 Explore ideas and options. Try alternatives and fresh approaches, keep open minds
 Reflect and review critically on ideas, actions and outcomes. and modify ideas to achieve creative results
4.1.4] Motivation : Runco and Nemiro‟s study (cited in Runco & Chand, 1995) suggested that motivation is
important for creative thinking and problem finding would facilitate intrinsic motivation in individuals. In other words,
students will be more motivated when they choose their own tasks. This would make the task meaningful to the
individual. Though It is interesting to know that intrinsic motivation is conducive to creativity but extrinsic motivation
undermines creativity. Any kind of reward can create performance stress on student which can kill freedom of
experimentation and promotes repetition
4.1.5] Teaching and learning format : A change in content and curriculum also demands a change in pedagogy.
Current educational systems need to adopt new methods that are suitable for present and future learners. In line with this,
fostering creativity also requires an active mode of learning, and consequently a new teaching format, where the teacher
is a coach and mentor and learners are empowered to take ownership of their own learning process.
Feldhusen and Treffinger (1980) provided several recommendations for establishing teaching learning process
conducive to creative thinking:
 Support and reinforce unusual ideas and responses of students.
 Use failure as a positive help for students to realize errors
 Adapt to student interests and ideas in the classroom whenever possible.
 Allow time for students to think and develop their creative ideas.
 Create a climate of mutual respect &acceptance so that students can share, develop, learn together as well as
independently.
 Be aware of the many facets of creativity besides art & crafts as Creativity enters all curricular areas
 Be a resource provider and director but promote freedom and security in exploratory thinking.
 Allow students to have choices and be a part of the decision-making process about their choices
 Foster involvement by supporting student ideas and solutions
 Promote inquiry–discovery learning experience
_________________________________________________________________________________________________
4.1.6] Teachers :Teachers play a very vital role in the kindling of creativity and innovation in education. They need
to be made aware of the opportunities offered by creative learning and innovative teaching by giving systematic training
about developing creativity among children. Most of all, they need support.
It is essential that the teacher accepts individualism and autonomy of each learner . He or she provides interesting and
usefull material and resources to students
4.1.7] Technology : Technology offers great opportunities for change. They can act as a platform for innovative
teaching and creative learning in many ways, Technology has an enormous potential for enabling creativity by providing
tools, materials, resources, processes and access to students for all ages and abilities, across the curriculum. It provides
flexibility for learning , opportunity of networking of like minded individuals , effective information and resource
handling and freedom to decide the pace of learning . Technology promotes individualism and easy experimentation
which are basic pillars of creative learning
4.1.8] Assessment : Creative environment looks at Assessment as “ the process than the product “ . It promotes
better learning use it as opportunity for the learner for self learning . It is essential to ensure that assessment procedures
reflect and reward creativity and innovation.
5] The Don’ts for creative learning : We should not ask how to be creative, rather we must question why we are not
being creative! In fact, there are many ways that educators can “kill” creativity. Hennessey and Amabile (1987) listed
five methods for “killing” creativity
 Have children work for an expected reward,[ extrinsic motivators]

 Set up competitive situations,
 Have children focus on expected evaluation,
 use plenty of surveillance,
 Set up restricted-choice situations.
6] Model for creativity building programme for students : For measurable results about creative development in
students five core areas have been developed . These area area developed through various techniques leading to
measurable outcome . Such programme could offer more focused approach towards framing innovative teaching for
creativity building
Outcome
Core areas Skills and Technique
Perspective thinking Developing listening skill Understanding others views , broadening the
Understanding framework understanding base , knowing norms rules
enriching inputs ,Being watchful, alert and
sensitive
Systems thinking Classification , multidimensional views Detailing each area , understanding „ why „
Cause and effect analysis
Resource thinking Features ,functions, Gathering and dividing information

resource hunting ,hierarchy of resources General knowledge , differentiating between
resources
Contradiction thinking Ideality , tendancies method Finding win win stuation , distinguishing ,
Opinion building Connecting fiction to reality
separating fiction from reality
Evolution thinking Experimentation Making mistakes to learn better

Application and problem solving Research orientation ,Offering out of box
solutions ,Extension of scope of research
[source : newton innovation programme by Triz association of Asia ]
7] Conclusion : The paper presents a positive thought about developing creativity through innovative practices . It
underlines the critical need for creative thinking and out of box approach to problem solving . It further affirms that
_________________________________________________________________________________________________
creativity can be developed through effective methodology and thus integrating innovating teaching in educational
system could promise creative minds in future generations ,The paper also elaborates about various enablers of
innovative teaching . Finally opens a fresh though of connecting creativity building areas to measurable techniques for
expected outcome .
8] Bibliography
1] Creativity its place in Education by Wayne Morris February 2006

2] UK national Curriculum handbook
3] Re-imagine Book authored By Tom Peter
4] “Ignited minds “Book authored by A.P.J. Abdul Kalam
5] Education and Creativity byy Fasko, Jr.
6] Newton innovation programme by Triz association of Asia
7] Creativity research journal
8] Hennessey, B. A., & Amabile, T. M. (1987). Creativity and learning.Washington, DC: NEA Professional Library.
9] Feldhusen, J. F., & Treffinger, D. J. (1980). Creative thinking andproblem solving in gifted education.
10] Runco, M. A., & Chand, I. (1995). Cognition and creativity. Educational Psychology Review,
_________________________________________________________________________________________________
Indian Diaspora in UAE and Human Resource Management:
Political and Economic Identity
Dr. Badruddin
Associate Professor in Political Science
PES‟s Shri Ravi Sitaram Naik College of Arts & Science, Goa University, Ponda, Goa,
drbadar786@gmail.com
Abstract
Skills, style, staff and shared values are the pillars of Human Resource and globally well accepted principles.
Indian Diaspora community in UAE, application of their knowledge, talents and focus in the best possible way
to serve the goals of Emirs have earned rich dividends in various economic and political streams despite political
and economic limitations. Presently over 15 Lakh Indians in UAE continue to serve in different leadership
capacities. Oil Diplomacy in seventies brought UAE into the global financial and political map with average
among the highest PCI in the world. During eighties the new oil diplomacy brought massive eco-political
interaction with India where UAE became major economic asset for Indian labor market. However, the influx of
‘New Immigration’ in 1990s following the IT Revolution and emerging concept of globalization became key
concern. While the era of 2000s brought major changes in restricted recruitment polices, diversified interest at the
face of globalization and future unpredictability and possibility of oil reserves exhaust in UAE .
Nevertheless, the preference to young entrepreneurship in academics, professional and business enterprises-
mostly IT related venture are evident about the Indian Diaspora status in Gulf despite downgraded and low
profile assessment. It has directly resulted into the identity crisis in political and economic streams, unlike USA
and UK, who are suitably rewarded in every sphere. Indians are left far behind due to inefficient Emigration Law
and nature of policy decision at domestic level. Hence there is an urgent need to establish database information to
provide resources about institutions, research centers, and professional bodies about the Indians working in
various professional fields. At the same time there is need to examine the level of transparency and sensitive
handlings of various demands and expectations from Indians working in UAE. It is high and right time to
evaluate the level of managerial efficiency, increased co-operation and interaction at all levels with Indians in
UAE.+
United Arab Emirates (UAE), as a business centre with well equipped hi tech facilities has been among the most
important destination in Arab countries. Despite religious and racial segregations, UAE attracts large number of
enthusiasts from South Asia so called „No Guest Labour‟ as being capital rich that offer wider avenues of business
community and professional entrepreneurs since 1060s. Indians are working in different capacities and are settled almost
every corner of UAE. Geographically, the largest concentration of Indians in UAE has been interesting case of
migration study in number of ways ever since 1968 though officially Indians entered in UAE from December 2, 1971.
Five Emirate Powers: ʿ Al Ajmān, Al-Shāriqah, Umm al-Qaywayn, Raʾ s al-Khaymah, and Al-Fujayrah are well
connected oil belts and posses most sophisticated modern economic infrastructure. 1 These emirates provide social
services in various sectors of Emirates.
It is the second largest (next to Saudi Arabia) with presently over fifteen lakh Indians. UAE also includes chunk of
Seasonal Migrants, Project Tied Migrants, Seasonal Migrants, Temporary Migrants, Established Migrants and Highly
Skilled Migrants. The following table shows the migration pattern during the year 2006 to 2010
Table I: Indian Labour Outflow in UAE ( 2006-2010)
2006 2007 2008 2009 2010
254,7740 312,6950 349,8270 130,3020 130,9010
Source: Rafeeq Rahman, “India receives 45% of its international remittance from GCC countries”,
http://twocircles.net/2011aug23/india_receives_45_its_international_remittance_gcc_countries.html
_________________________________________________________________________________________________
The above table clearly shows the fluctuation of population ratio due to new immigration policy where large number of
Indians were either forced to quit job or were allowed to merge with other companies. The waves of globalization has
dramatically changed the landscape of labour force worldwide and the UAE is not an exception. But, despite odds and
challenges, Indians are most demanding in UAE thanks to diversification global of economy. It offers a unique
example which has drastically transformed the oil economy into a modern industrial zone and prosperous multiplex
centers in the world. By a conservative estimative, over two million Asians mostly Indians, helped to brain the
knowledge based economy. UAE‟s proven resources at Dubai, Abu Dhabi and Sharjah that contribute Emirates 60% oil
revenues, are amazingly used for modern amenities and public service. The emergence of globalization during the era of
free and competent world, Gulf Crises (1990 & 2004) resulted in dramatic transformation in the economic policy when
fundamental structural changes have taken place in the economies and labor markets of the region that non-nationals are
an enduring part of the labor force. A sizeable section of Indian community had to face the consequences of repatriation.
Or otherwise, Highly skilled labour from India were under rated and were forced to work on less wages. Important
sectors like forestry, fishing, mining, transport, storage, communication, financial institutions, agriculture, livestock,
social and personnel services, construction and manufacturing sectors, all suffered and over one and half lakh Indians
either lost the job or were forced to leave UAE following the Gulf Crisis. The following table shows a brief distribution
of occupation pertains to Indians who were forced to move away from UAE.
Table II Occupational distribution of Indian Migrants in UAE as on 31.12.2004 ( Before Recession)
SL. No. Nature of Job %age

1. Professional (Doctors, Legal Advisors), Technical 21.00
(Engineers of varied categories),
2. Administrative, Executive and Managerial Related 05.75
Jobs
3. Clerical , Office Assistants, etc 15.00
4. Sales, Services and related 22.50
5. Others 35.75
Total 100
The above table in an indicative one only. There have been large numbers of occupation in UAE where Indian nationals
were forced to come back to India or moved to several other sectors in Gulf and European Union due to unfortunate
event of recession period and the process still continues. unskilled labour community has been the most privileged
victims of unexpected repatriation. Rapid pace of technological improvement became the absorbent factor behind the
replacement of manual labour into a mechanized system. While highly skilled workers continue to enjoy with technical
expertise and position though exceptions are always there.
Indians in UAE: Some Unique Features
Nature has gifted huge oil reserves, exploration in sixties and the subsequent developments. Unfortunately, the lack of
skilled and non skilled labour force, the Emirs were forced to review Immigration Policy. Soon large number of
Indians were recruited as Doctors, Engineers, Management Consultants, Professionals and host of other categories.
Following IT revolution and impact of globalization, the Gulf Region became more attractive. It changed the
perspectives of Emirs when large number of Egyptians, Syrians, Sudanese, Somalis and Libyans were compelled to
go back to the natives due to lack of managerial efficiency and poorly equipped IT related know-how. It proved boon
in disguise to the Indians who continue to work as major labour force with high grade of technical and professional
abilities. Emirs successfully managed to conduct world class infrastructure like international level of hotels,
multiplexes and technical organizations. Besides, the Indians also helped in setting up various NGOs, schools,
professional and technical institutes based demanding curriculums. In short, India has been an added asset for the Gulf
in number of ways. The following table is an indicative one about the assignment and alignment of Indians in owned or
jointly owned with Arabs in collaboration with large number of multinationals and social organizations.
_________________________________________________________________________________________________
Table III : Indian Association Data in UAE (Selected ones only)
List of Selected Associations Objectives/Brief Description
Indian Business and Professional Council IBPC, Dubai was formed in the year 2003 after the unification of
(IBPC) the three Indian business organizations in Dubai namely the Indian
Business Council (IBC), Overseas Indians Economic Forum
(OIEF) and Business & Professional Club (BPC).
Abu Dhabi Indian School Abu Dhabi Indian School, which is a premier community school
in the Gulf, could well be considered a twin of this youthful nation
which came into being in the year 1971. The school began
functioning in the year 1975 from the humble premises
Our Own Indian School Our Own Indian School, education is looked upon as a holistic
learning experience. We aim to help each child become a self-
reliant, responsible and socially aware individual.
Indian Islahi Centre U.A.E. An organization working among the Indians in Dubai, especially
Keralites to spread of the true message of Islam and for the
refinement of them from the clutches of superstitious traditions,
blind faiths, polytheism, etc.
New Indian Model School The New Indian Model School Dubai, having completed 29
glorious years in the field of education, enjoys the distinction of
sending the largest number of candidates to SSLC and Higher
Secondary examinations of Kerala State, from amongst the
schools
South Indian Bank South Indian Bank with a new logo and image marches on. With
branches all over India and a clientele across the world, the bank is
considered one of the most pro active banks in India with a
competent tech savvy team of professionals.
Emirates Data Clearing House Part of the Etisalat group offering services related to roaming like
data clearing, data transfer service, online services, financial
clearing, roaming agreements and training.
Data Zone Data Zone, an IT solutions provider delivering technology driven
business solutions that meet the strategic objectives of our clients.
At Data Zone Systems, the management takes control of IT.
Data Recovery If one is facing problems in your hard disk, and you are not able
to get back your data, then call for assistance. It provides
complete data recovery solution in UAE and help in recovery
from all kinds of data storage devices.
Indian Media Forum, UAE* It is a multidimensional social and cultural organization to give
awards, prizes, scholarships, new business ventures, medical aids,
social security, professional and social etc.
Other Business and Banking Ventures and Air India, Andhra Bank, Axis Bank Ltd, Bank of Baroda, Bank of
Companies in UAE owned by Indian India, BHEL, Canara bank, Corporation Bank, Dabur India Ltd.,
(selected ones only)** Engineers India Ltd, Electronics & Computer Software Export
Promotional Council, ESSAR, Federal Bank, GIC, Dubai
Housing Finance Corporation Ltd, Housing Development
Finance Corporation (HDFC),
ICICI Bank, IDBI Bank Ltd, Indian Oil Corporation, Indian
overseas Bank, Indus India Bank, Infosys Technologies Ltd.
_________________________________________________________________________________________________
Indian in UAE: Downgraded Status
Gulf Countries do not permit to establish personal immovable property where Indians of varied categories have to
incorporate with Emirs. In several cases they are classified as „Sleeping Partners, Slow Movers and Keep Mouth Shut‟
in their enterprises to promote the task of ensuring that the wealth generated in UAE is significantly held by the
Emirs only. Indians are not free to form any political union for fair wages and other regulatory mechanism unlike
Europeans who are at liberty in number of ways. The asymmetry between the sending and receiving countries on
migration policies is thus matched by an asymmetry between the migrants and native populations on the question of who
has the power to change the relationship. In Short, it is widely felt that manpower issue has become a critical throughout
the Arab region. But the fear of a rapid demographic imbalance has also prompted a policy shift- 'Emiritisation' - which
has led to a decline in numbers of unskilled and skilled emigrant workers from India.
In several references, large number of Indians of semi skilled and unskilled are accommodated in crowded labor camps
in unhygienic living conditions. Such discriminative tendency leads to emotional deprivation and troublesome
feelings. Cases have also been found where even highly skilled Indians do not prefer to accompany their wives and
family members while serving in Gulf due to inadequate social security. Even global attention has not made any
discernible improvement in the working conditions of domestic workers. Indians who work under stringent
conditions, continue to suffer and complain about their wages and poor medical care. Government of India has
prompted new immigration policy with hardly any concrete results. Some cases have also been noted where the work
permit expired and when Indians were forced to expatriate. Even large number of Indians working with housing
projects, dry-dock facilities, road and airport constructions, office building and Industries undergoing severs stress and
strains. Some unskilled labourers who are also associated as domestic servants, helpers, sweepers, Ayahs, chicken
broilers, barbers, cobblers, migrated from Kerala, West Bengal and Goa, and are largely concentrated in Dubai and Abu
Dhabi, continue suffers from hardship. Such workers undergone vigorous physical and mental torture due dirty attitude
of Emirs. Cases have been reported about the exodus of large number of women workers mostly nurses of medical
profession from Andhra Pradesh (mostly Hyderabad), Kerala, Tamil Nadu and Gujarat. It is in general the pressures of
every families consisting of growing daughters, and learning sons, that push many women into emigration. They manage
to emigrate incurring huge debts, borrowed at prohibitive rates of interest from private money lenders. Dubai is no
more a part of Arab Culture due to impact and import of modernization of West.
Ironically, however, despite lack of manned local resources, Arabs do not want to change the hostile attitude and thereby
promoted the downgraded status of Indians, unlike Europeans, in all possible ways. The impact of globalization have
made Arabs conscious to upgrade the knowledge of local fellows (Arabic Speaking) to undertake the new assignments
in technical and professional fields. Several Arabs especially UAE, are facing global recession and are conscious
where Indian unskilled labour force (70%) is not encouraged thereby leading to „Return India‟ with empty hands or
limited resources. With the intention of employing labour from domestic sources, large number of Arabs study in UK,
USA, Japan, and several other European nations and thereafter return with competent qualifications. Craze of Indians
to work in UAE is thereby gradually declining.
Indians in UAE: Identity Crisis versus and Economic Resources

Oil exploration began in Abu Dhabi 1958 by Abu Dhabi National Oil Company (ADNOC). ADNOC and its Group
Companies aspire to achieve an HSE (Health, Safety Environment) performance that is exemplary in the Middle East and
African Region. Over the years, the group of companies have done an excellent services in producing 2.5 million
barrels per day. 2 Largest petroleum concessions are held by an ADNOC subsidiary in coordination with Abu Dhabi
Marine Operating Company (ADMOC), partially owned by British, French, and Japanese companies. One of the main
offshore fields is located in Umm al-Shāʾ if Al-Bunduq shared with neighboring Qatar, the third larges producer of oil in
Gulf but is operated by ADMOC. A Japanese consortium operates an offshore rig at Al-Mubarraz, and other offshore
concessions are held by American companies.
Officially, Petroleum production in Dubai began in 1970 at Ḥ aql Fatḥ , Fallah and Al Shāriqah and Rāshid. These oil
fields became operationally alive in 1972 when large number of South Asians mostly Indians arrived in UAE.
Exploration began at higher magnitude in 1976 at surrounding belts. In 1984 oil production began off the shore of
Raʾ s al-Khayma in the Persian Gulf. Dubai produces about one-fourth of the country's total output of petroleum. The
federation's natural gas reserves are among the world's largest, and most fields are found in Abu Dhabi. For variety of
reasons, Abu Dhabi and Dubai have dubious distinctions of being a hub of global economy particularly after the
construction large number of multiplexes, shopping centers and Festive Cultures. Burj Dubai Khalifa, the highest tower
in world with over 175 floors is a unique example of financial and residential hub.
Abu Dhabi and Dubai have become home to important financial institutions such as the Abu Dhabi Security Exchange,
the Central Bank of the United Arab Emirates and the corporate headquarters of many companies and numerous
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multinational corporations. One of the world's largest producers of oil, Abu Dhabi has actively attempted to diversify its
economy in recent years through investments in financial services and tourism. Large number of utility services are
under Indians working in different capacities as Civil Contractors, Catering Business, Medical Professions, Management
Consultants, Co investors with Arabs and unskilled labourers who largely came from Kerala, Goa, Tamil Nadu, Andhra
and other parts of India.
In the late 1990s, UAE began investing heavily to develop its natural gas sector, both for export and to fire domestic
thermal power plants. Soon, UAE became one of the world‟s richest states. Despite recession the influx of labour
forced continued and number touched to 9,50,000 in 2001 which reached to 1703,000 by the end of 2010, thanks to large
of IT graduate from Indian and successive demand in UAE (mainly Dubai) has become the source of attraction. 3 UAE
is a worth place where people come from all over the world. However, large number of Asian immigrants from India,
Pakistan, Bangladesh, Sri Lanka, Philippines and Iran have established economic identity. By a conservative estimate
demographically Indian over heads 15 lakh followed by Pakistan (12 Lakh), Bangladesh (10 Lakh), Iran (4 Lakh), and
Philippines (3.2 Lakh). The figure is based on 2009 immigrant data. 4 However, there is a wider variation of work
culture and ethics of business that continue to remain alarming in various sectors where the representation of India is odd
in terms of qualifications and managerial efficiency.
When compared with the other Gulf nations, the migrant laborers in UAE are least qualified especially those who came
from Goa, Karnataka and Kerala. Through empirical and interactive sources, it is found that large number of Goans and
Malyalee visit to UAE with poor or undesired qualifications and the consequences they face are serious with respects to
economic social and political security. Local Banks which were the major beneficiaries are now losing the Gulf
Exchequer by 30 percent as several of them back to Goa with empty hand with hardly any future prospects. So they are
the victims of poor enforcement of legislation and procedures against counterfeits. 5 Unfortunately, most Goan Muslims
work in UAE simply high school and higher secondary school background without basic technical qualifications. Such
people visit UAE due to personal relations with „No Family Visa‟ and are compelled to work as unskilled laborers with
hardly any prospect.
Frequent cases have also been noted the withhold of salaries, physical and mental torturers and unpredictable role of
brokers. However, low wages earners are ready for extra works without caring the health conditions and thereby are
easily exploited by the Emirs. Several studies revealed that large number of Indians and their distributing of monthly
salary remain far from satisfaction. As an average, large number of unskilled category simply fetches between 6000 to
18000 INR (50%), semi skilled somewhere between 18000 to 36000 INR while the current recruitment process, working
conditions and salary structure of Indians do not fulfill the basic requirements. Take example the large number of drivers
and conducts in transport sectors fetch only 15000 to 25000 INR in most Gulf countries. 6 While skilled and highly
skilled fetches 36000+ INR. While comparing the present economic scenario, India‟s position is somewhat better
though highly level of unemployment and administrative corruption are unavoidable in India and hence large number of
Indians of varied categories including IT Professionals continue to insist Gulf as popular destination as suggested by
several studies and despite financial recession worldwide. It is probably the reflection of an increased access to
information and rise in income to commons that enable to migrate for better alternatives. 7
Recruitment Agencies and Political Nexus
Very fundamental decisions concerning migration-how many migrants should be allowed to come, from what countries,
for what jobs, at what wages, and with what rights and benefits-are all matters of policy, not decisions made in the
market place. Large number of recruitment agencies lack transparency in handling the cases of Indians. Unfortunately,
the conditions of appointment, duration of work, wages, perks, increments, return air tickets, medical allowances, local
accommodation, etc are often ignored. Very often the non-authentic recruiting agencies also exploit the sentiments of
migrants. Those who come to UAE through personal contact with less or poor qualifications, have to undergone several
social, economic and mental tortures. On several occasions, work contract of migrants are either altered or broken by
the immigration authorities before or after reaching to UAE. Consequently, no option but to accept the dictatorial terms
of Emirs and do any kind of job the Emirs wish as the passports of Indians in several categories are kept in custody of
Emirs till the contract is over. So UAE is pursuing a policy of Emiratisation, banning visa for unskilled Asian workers
(largest from India) and taking measures such as large scale mechanization to make unskilled labour more troublesome.
Such disturbing phenomenon often lead to serious problem with their domestic countries. To avoid any exploitation
and to ensure the welfare of Indian workers in gulf, the Ministry of Overseas Indian Affairs (MOIA), government of
India has signed Labour Welfare Agreement with Qatar and Memoranda of Understanding (MoU) on Labour welfare
with UAE in December, 20068 . These are based on Declaration of mutual intent to enhance employment
opportunities, measures for protection and welfare of the workers, Statement of the broad procedure, recruitment and
terms of employment and effective role of A Joint Working Group.
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On several occasions, the initiatives of MOIA have not been transparent in handling the situation of Indian labour forces
in UAE. Recruitment agencies continue to pressurize policymakers to seen benefits in their favour so as to make
immigration policy more and more flexible. Some cases have also been noted where the work permits expired and when
Indians were forced to expatriate. Several “unskilled” women are lured into emigration by promises of high salaries and
comfortable living conditions by local agents or Dalals without any knowledge of the social conditions, and their legal
rights are snatched. Not only do these helpless emigrants lack legal protection, they are frequently subjected to physical,
psychological and sexual abuse. 9 No bars, no bargains, no gambling, no fleshpots and no immovable property are
allowed at any level. Consequently, Indian business entrepreneurs have to maintain „Simple Partnership‟ with Emirs.
While a substantial body of research exists across different economic, political and cultural dimensions assessing India-
Gulf migration, there has been little research to track the processes of recruitment and the steps involved in migrating
from India to the Gulf as reported by ILO in 2009. 10
Conclusions and Findings
Since the resurgence of Petro -Dollar in UAE, Indians continue to suffer from stringent law and order. Governing Emirs
and elites are reluctant to handover political power, instead of supporting policies to bring about a modest redistribution
of wealth. But there are plus points too. Indians and young ones in Gulf continue to get free education, medical
benefits, free housing and other infrastructural facilities. In absence of qualified Indians the Emirs find difficult to
manage the economic policies in several sectors. Even the diversification of oil revenue in other sectors like banking,
insurance, health, hotels, social services, shopping complexes, theatres, etc, the UAE is helpless without the technical and
professional support of Indian migrants. Human Resource Management, UAE has listed Indians among the list of
talented and hard workers. Indians continue to enjoy as their incentives to save are great-to support families in India,
help to accumulate savings to purchase a home and property in India and to provide against the likelihood of
unemployment on the return home. Large number of engineers, management consultants and teachers are imported
from India to help design highways, communications facilities, and electric power plants and teaching research
assignments.
On the contrary to expectations, Indians in UAE remain a controversial and debated topic ever since. The situation is
worse in case of unskilled workers like sweepers, household servants, gardeners, cooks, transport conductors and
drivers, and large number of related unorganized sectors. Not to speak about poor salary structure, several unorganized
sectors that directly controlled by the Emirs of UAE, do not permit family visa. While those highly skilled migrants are
scared off bring their wives and children due to poor social security. Consequently, the living conditions of such
workers are unhygienic and unwanted. As the demand for unskilled labor has declined , the demand for skilled labor has
increased; Indians are left in dilemma with poor future. In several references, Muslims from India during fasting days
(Ramadan) are permitted to work only six hours while others as usual duration (eight hours) but they enjoy the same
status, scale and other benefits. Such discriminatory practice have been highlighted several times by Labour Ministry of
India about the legal rights but with no effects of Emirs.
Ministry of External Affairs, Government of India continues to insist for political and economic security in UAE, the
current scenario makes it virtually impossible to implement. The social cost of immigration, forcible repatriation, and
the changing contours of Indo –Emirates Relations have also affected the migration process. Besides, the limitations of
work permits, short time renewable contracts and reasoned poor social interaction with Emir families need to be
examined in a broader perspective. Indians including Muslims from Asian countries have no option but to have their
own recreational mechanism in the form of rituals, festivals, social meetings, and religious interactions. Frequent cases
have also been noted about physical assault of Indians by Arabs, use of absurd language, and verbal attacks. To make
happy the Emirs, Indians have to listen their voice no matter what they are. Cases of discrimination have also been
noted in public places, admission in medical services, educational streams, complete deprivation to have personal assets
on Arab land and open violation of civil rights. India‟s stand to protect Indians in Gulf holds no good reason. UAE
seriously considering to abolish the sponsorship system for immigrant workers. Henceforth, an Indian will only be
required to sign an agreement with his employer without any future security. Inspectors will make spot checks to
scrutinize working conditions. In the UAE alone, of the 62,000 illegal immigrants from India (who were granted amnesty
recently), 45,000 are from Hyderabad. Oil-rich Gulf nations, already facing labor protests, are getting new pressure from
India, which wants them to pay minimum wages for unskilled workers. Migrant workers have been holding larger and
more violent strikes that has become the routine exercise. Today UAE is losing its charm for many Indians working there
particular related to diverse Petroleum Companies. The economic boom in India, new set of migration policies,
appreciating rupee and inflation in Gulf countries are compelling professionals to diversify the area of procession
anywhere in the world wherever humans resources are higher. Indians are smart enough toe explore the news avenues.
But the major attraction for many Indian youngsters moving to Gulf countries with impressive salaries cannot be kept
aside. Or otherwise employment boom has initiated monetary gains back in India itself. Notably, despite several odds
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and differences, Indo-UAE Bilateral need holistic approach to examine the identity crisis of Indians working in different
parts of Emirates.
Notes & References

1. Britannica: Ready Reference Encyclopedia (2006), Encyclopedia Britannica (India) Pvt Ltd, New Delhi, pp.56-57.
2. http://www.adnoc.ae/
3. See, Shafeeq Rahman, “India receives 45% of its international remittance from GCC countries”
http://twocircles.net/2011aug23/india_receives_45_its_international_remittance_gcc_countries.html
4. http://www.smh.com.au/opinion/gulf-friends-look-to-us-as-iran-flexes-its-muscles-20090330-9gzl.html
5. MM10.http://www. overseasindian.in/2006/aug/gulf-index.shtml
6. http://gulfnews.com/news/gulf/saudi-arabia/new-pay-structure-for-indian-drivers-in-saudi-arabia-1.862252
7. Gyanendra K.Keshri, “Indian Migration Remains High Despite Economic Crisis” The Times of India (Goa), 5
December 2011.
8. http://gulfnews.com/news/gulf/saudi-arabia/new-pay-structure-for-indian-drivers-in-saudi-arabia-1.862252. Data
extracted on 28 April 2012
9. Myron Weiner (2007) “Indian Domestic Workers in the Gulf Courtesies”.,” in Prakash C.Jain, Ed., Indian Diaspora in
West Asia: A Reader, New Delhi: Lardson Publishers Pvt. Ltd,pp.24-27.
10. See, Mary E. Breeding “India-Gulf Migration: Corruption and Capacity in Regulating Recruitment Agencies”
http://www.globality-gmu.net/archives/2295
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Do Employee Personality Traits Relate With Counter Productive Work
Behaviours?: An Empirical Research in Fast Food Business Organisation
Abhishek Y. Dikshit
Institution Name-Research Scholar [Management] Jain University Bangalore
abhishek.y.dikshit@gmail.co,
Abstract
This study used path analysis to test a model that posits that relevant personality traits will have both direct
relationships with counterproductive work behaviours (CPBs) and indirect relationships to CPBs through the
mediating effects of job satisfaction. Based on a sample (n = 141) of customer service employees, results generally
supported the hypothesized model for both boss- and self-rated CPBs. Agreeableness had a direct relationship
with interpersonal counterproductive work behaviours (CPB-I); Conscientiousness had a direct relationship with
organizational counterproductive work behaviours (CPB-O); and, job satisfaction had a direct relationship to
both CPB-I and CPB-O. In addition, job satisfaction partially mediated the relationship between Agreeableness
and both CPB-O and CPB-I. Overall, results show that personality traits differentially predict CPBs and that
employees’ attitudes about their jobs explain, in part, these personality–behaviour associations.
Introduction
In order to further the science of personnel selection, researchers have called for the development of models of work
behaviour that posit linkages among individual difference constructs and components of work performance (e.g.,
Borman, White, Pulakos, & Oppler, 1991; Campbell, 1990; Schmidt & Hunter, 1992; Viswesvaren & Ones, 2000).
An important class of behaviour that represents one component of employees’ work performance is counterproductive
work behaviours (CPBs). These voluntary behaviours violate organizational norms, are detrimental to the interests of the
organization, and hinder the attainment of organizational goals. Such behaviours have been variously conceptualized as
deviance (Hollinger, 1986; Robinson & Bennett, 1995), maintaining personal discipline [reversed] (Campbell, 1990),
antisocial behaviour (Giacalone, Riordon,&Rosenfeld, 1997), unruliness (Hunt, 1996), and destructive/hazardous
behaviours (Murphy, 1993).
The deviant behaviours are pervasive and costly both to organizations and to employees’ well being. The negative
psychological impact of workplace deviance can translate into reduced employee morale, higher rates of absenteeism and
turnover, and lower productivity (Hoel, Einarsen, & Cooper, 2003;Keashly&Jagatic, 2003). Previous research has
demonstrated that there are meaningful linkages between employees’ personality characteristics and deviant behaviour at
work (e.g., Bennett&Robinson, 2003; Dalal, 2005; Douglas&Martinko, 2001; Salgado, 2002). Thus, one major purpose
of the present study is to examine further personality–CPB linkages.
We extend previous research by examining whether there are differential relationships between personality traits and two
related, but distinct, types of CPBs (interpersonal and organizational). We also examine whether these relationships hold
when CPBs are rated from different perspectives (self and boss).
We believe that job satisfaction has a direct relationship to CPBs, such that those who are more dissatisfied will engage
in more deviant behaviour. Employees’ reactions to work experiences and work environment features are influenced by
individual’s personality traits, which in turn influence CPBs. The present study addresses void in the present literature by
proposing and testing an integrative model that considers both personality traits (characteristics of the individual) and
attitudinal evaluations (reflective of the job) as predictors of CPBs. Importantly, in this model, we hypothesize that job
satisfaction (an attitudinal evaluation of the job) explains, in part, the relationship between personality traits and CPBs.
This is important in that it tests a mediated relationship that reflects a psychological process connecting personality with
behaviour. Interpersonal CPBs are behaviours directed at others in the organization such as bosses, co-workers, or
customers that are intended to provide emotional or physical discomfort or harm. Organizational CPBs are actions
directed toward the organization that are harmful to its legitimate interests. (Each of these is described in more detail
below.) Testing such differential effects is important because it can further justify the distinction between interpersonal
and organizational CPBs and further our understanding of the CPB construct.
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Bennett and Robinson (2000) conducted a comprehensive review of the literature, and used an extensive development
and refinement process involving multiple samples, to develop a self-report instrument that assesses the extent to which
individuals engaged in counterproductive behaviour. The instrument consists of two scales: one pertaining to
organizational deviance (CPB-O) and another pertaining to interpersonal deviance (CPB-I). CPB-O refers to actions
directed toward the organization such as withholding effort, abusing break times, theft, and violating organizational
policies. CPB-I is interpersonally oriented and includes behaviours such as making fun of others, playing mean pranks,
making racial slurs, cursing at others, and being rude. Though conceptually distinct, the CPB-I and CPB-O factors are not
orthogonal because behaviours indicating these two factors tend to co-occur. Indeed, a recent meta-analysis (Dalal, 2005)
examining voluntary behaviours at work found a moderately high correlation between these two factors (ρˆ = .52);
however, the magnitude of this value is not as high as to suggest that the two factors are indistinguishable from one
another. As noted, we believe that uncovering differential relationships with antecedents would further attest to the
distinctiveness between these two types of behaviour, which we attempt to accomplish in this study.
Literature Review, Development of Hypothesis & Model Development:
Trait influences on CPBs. These traits depict enduring emotional, interpersonal, experiential, and motivational styles that
explain behaviour in different situations (e.g., McCrae & Costa, 1987; Saucier & Goldberg, 2003). The five personality
factors are commonly known as Extraversion (e.g., sociable, talkative, and ambitious), Conscientiousness (e.g.,
responsible, dependable, and achievement oriented), Emotional Stability (e.g., viewed from the negative pole, tense,
nervous, and high strung), Agreeableness (e.g., good natured, cooperative, and trusting), and Openness to Experience
(e.g., imaginative, cultured, and non-traditional).
Conscientiousness and Emotional Stability are universal predictors of behaviours that are under volitional control. This
suggests that because both CPB-I and CPB-O are influenced by volition, Conscientiousness and Emotional Stability
should predict both types of deviance. Therefore, based on deductive reasoning, we expect that:
H1: Conscientiousness and Emotional Stability will correlate negatively with both CPB-O and CPB-I.
The interpersonal relationships of disagreeable people are characterized by conflict and discord (Graziano, Jensen-
Campbell,&Hair, 1996; Jensen-Campbell, Gleason, Adams, & Malcom, 2003; Jensen-Campbell & Graziano, 2001).
Therefore, we expect that:
H2: Agreeableness should be negatively related to engaging in harmful or destructive interpersonal relationships.
Low Agreeableness also has implications for understanding task-based CPBs hence we expect that:
H3: Agreeableness will be negatively related to CPBs that are directed toward the organization (CPB-O).
Thus, theory and research on the links between personality traits and behaviours at work lead us to predict that:
H4: Of the five FFM traits, Conscientiousness, Emotional Stability, and Agreeableness will negatively predict both CPB-
I and CPB-O.
As mentioned, we believe that testing whether CPB-I and CPB-O have differential relationships with dispositional
antecedents can further validate the interpersonal–organizational distinction. We expect that:
H5: Conscientiousness to be more closely associated with CPB-O than to CPB-I.
Job satisfaction can be defined as ―. . . a pleasurable or positive emotional state resulting from the appraisal of one’s job
or job experiences‖ (Locke, 1976; p. 1304). Theoretical models predict that employees retaliate against dissatisfying
conditions and unjust workplaces by engaging in behaviour that harms the organization or other employees. We
hypothesize that:
H6: Job satisfaction will have significant negative correlations with both interpersonal and organizational deviance.
Personality–job satisfaction relationships. Judge, Heller, and Mount (2002) conducted a meta-analysis of relationships
between personality and job satisfaction. Based on 334 correlations from 163 independent samples, their results showed
that individuals’ dispositions are important in understanding job satisfaction. The estimated true score correlations with
overall job satisfaction for the three personality traits of interest in this study were Emotional Stability .29 (labeled
Neuroticism in their study, reverse scored), Conscientiousness .26, and Agreeableness .17. (For each correlation, the 90%
confidence interval did not include zero.) Thus, we expect that:
H7: Each of the three personality traits of interest in the study will have significant correlations with job satisfaction.
The model that we propose attempt to explain why employee personality predicts CPBs by proposing that one-way
personality traits influence individuals’ attitudinal reactions to their job and work experiences. In turn, these attitudinal
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evaluations of the job influence employees’ level of engagement in CPBs through the motivational mechanisms
explained above. Given the relationships between the two personality traits, job satisfaction and CPBs, and because
attitudes are considered more proximal influences antecedents of behaviour compared to personality traits (e.g., Barrick
et al., 1993; Judge & Larsen, 2001), we propose that:
H8: Personality traits influence CPBs through their effect on job satisfaction.
Furthermore, job satisfaction should explain additional variance in CPBs (over and above the variance explained by
personality traits) because job satisfaction reflects no dispositional factors such as events and affect at work (Weiss,
Nicholas, & Daus, 1999) or other job influences.
Baron and Kenny (1986) and Aiken and West (1991) outline the conditions in which mediators should be tested: (a) the
independent variable (personality traits, in our study) should be related to the dependent variable (CPBs), (b) the
independent variable should be related to the mediator (job satisfaction), and (c) the mediator should be related to the
dependent variable. Partial mediation is shown when the independent variable (personality traits) and the mediating
variable (job satisfaction) each significantly predict CPBs. The literature reviewed above shows that the mediation
conditions apply to this study: (a) relevant personality traits are valid predictors of CPBs, (b) personality traits are related
to satisfaction, and (c) job satisfaction is related to CPBs. Thus, it is plausible to expect that:
H9: Job satisfaction partially mediates the relationship between relevant personality traits and CPBs.
The Influence of the Rating Perspective CPBs can be assessed through both self-ratings and ratings made by others.
Using self-ratings for both personality traits and behaviours, for example, may artificially inflate the traits–behaviours
relationships because of common method bias (see Podsakoff, McKenzie, Lee, & Podsakoff, 2003). Using boss ratings of
behaviour greatly minimizes, if not eliminates, the common rater bias problem that has plagued previous research in this
area, whereby both predictor and criterion variables are collected via self-report. Because individuals are unlikely to
exhibit CPBs like theft, fighting with co-workers, shirking, and so forth when the boss is watching, it is likely that boss
ratings of CPBs are limited by the restricted opportunities that supervisors have to observe such counterproductive
behaviours. Furthermore, because of such restricted observational opportunities, the correlation between boss-rated
dimensions of CPB is likely to be inflated by halo error (e.g., Dalal, 2005; Sackett, 2002). Therefore, self- and supervisor
ratings of counterproductive behaviours at work complement each other: Whereas supervisory ratings may suffer from
limited observational opportunities and halo bias, the self-report approach is limited due to rater bias. More substantively,
research has shown that boss and self-ratings capture different aspects of the employee’s performance (Scullen, Mount,
& Goff, 2000; Viswesvaran, Ones, & Schmidt, 1996); therefore, for both substantive and methodological reasons, we
believe that it is important to examine CPBs at work with both self- and boss-rated scores. Furthermore, based on recent
meta-analytical evidence that showed negative correlations between personality traits and more objective indicators of
withdrawal or counterproductive behaviour (e.g., absenteeism, turnover; Salgado, 2002), we contend that personality is
related to counterproductive behaviour at the construct level. Further, we believe that measuring the construct of
counterproductive behaviour with indicators that are admittedly imperfect but are reflective of multiple rating
perspectives is an important step in supporting this contention. With respect to both direct and mediated effects, we have
no theoretical reasons to believe that:
H10: The nature of the linkages between personality, satisfaction, and CPBs will differ when boss ratings are used
rather than self-ratings. However we expect the direct effects to differ in magnitude, such that the relationships based on
self-ratings of CPBs will be substantially stronger than those based on boss ratings.
Model Development:
It is common practice to test alternative models in order to determine which best explains relationships among the study
variables. Therefore, we test three path models: a fully mediated model (which specifies that job satisfaction fully
explains the relationships between the personality traits and CPBs), a partially mediated model (which specifies that
personality traits and satisfaction jointly explain CPBs), and a direct effects (no mediation, which posits that personality
traits and satisfaction have independent effects) model. For the reasons noted above, the partially mediated model is our
hypothesized model; the fully mediated and the direct effect models are the alternative models that we will test.
Although there are several partial mediation models that could be tested, we examined one that is parsimonious,
theoretically grounded, and for which there is empirical support. In formulating our model, we took into consideration
previous research, which has shown that Conscientiousness, Emotional Stability, and Agreeableness are moderately
correlated with each other. In fact, in a meta-analytic study, Mount, Barrick, Scullen, and Rounds (2005) found that the
average true score intercorrelation among the three dimensions was ρˆ = .43. This is important to formulation of our
hypothesized model because path coefficients are partial correlation coefficients. Due to the moderately high
correlations, it is unlikely that each personality trait will account for significant unique variance when used jointly with
the other traits to predict the same outcome variable (e.g., CPB-I or CPB-O). Accordingly, the hypothesized partial
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mediation model contains only those paths that based on theory, deductive reasoning, and/or previous empirical work,
would be expected to have significant, unique linkages. A strength of this model is it is parsimonious, as it tests
relationships among three important sets of constructs in applied psychology, FFM traits, job satisfaction, and CPBs. The
hypothesized model that we test contains direct paths from the personality variables to job satisfaction, and paths from
job satisfaction to both CPB-I and CPB-O. Because Agreeableness is primarily oriented toward interpersonal behaviours,
there is a direct path from Agreeableness to CPB-I. Likewise, because Conscientiousness is primarily oriented toward
task behaviours, there is a direct path from Conscientiousness to CPB-O. This different pattern of direct and mediated
effects for Agreeableness and Conscientiousness is in line with our expectation that Agreeableness is primarily oriented
toward interpersonal behaviours and Conscientiousness is primarily oriented toward task behaviours. Further support for
this expectation will be sought by comparing the total effect (the sum of direct and indirect effects) of Agreeableness and
Conscientiousness on the two types of counterproductive behaviour. As we explain below, one strength of the study is
that we examine the relations in the model using both self-reports and supervisor reports of deviant behaviours.
Therefore, all three models are tested using both self and boss ratings of CPBs.
Research Methodology
Participants were 141 employees in customer service positions in 10 fast food stores of a large national chain. The
median number of employees per store was 15. They were 65% female and 88% Males. The mean age was 32 years (SD
= 4.6). Eighty percent of the participants had been employed by the organization between 1 and 3 years. Probationary
employees were excluded (i.e., those with less than 90 days with the company). All employees who were eligible to
participate in the study completed the questionnaires during regularly scheduled work hours. Primary job responsibilities
include taking customer orders, filling orders, serving customers, working as members of a team with co-workers,
conducting transactions using the cash register, and performing routine maintenance duties.
Measures
Counterproductive work behaviours: The Workplace Deviance Scale developed by Bennett and Robinson (2000) was
administered at the work site to the employees during regularly scheduled work time. The first scale consists of 12 items
that assess deviant behaviours directly harmful to the organization (CPB-O). The second scale consists of seven items
that assess deviant behaviours directly harmful to other individuals within the organization (CPB-I). A list of the 19
deviance items was shown to the area general manager, three store managers, and three store employees. Based on their
responses & the consensus certain items were eliminated because there was essentially no variability in participants’
responses. All other items were deemed appropriate for the customer service job. All participants rated themselves on the
17 CPB items on a 5-point Likert scale: 1=never, 2=once, 3=several times a year, 4=weekly, and 5 = daily. In addition,
participants were rated by their direct supervisor on each of the 17 CPBitems (without knowledge of the self-ratings).
Evidence presented by Bennett and Robinson (2000) showed that the two scales have acceptable internal reliabilities, and
they also provided evidence from confirmatory analyses showing that a two-factor structure has acceptable fit. In this
study, coefficients alpha for self-ratings were .74 and .84 for CPB-O and CPB-I, respectively, and for boss ratings were
.72 and .86, respectively.
Personality. The FFM personality constructs were assessed by the Personal Characteristics Inventory (PCI; Barrick &
Mount, 1999) that was administered to the employees during their regularly scheduled shift. The PCI contains items that
are rated on a 3-point Likert scale (1= disagree and 3 = agree). Examples of items (paraphrased due to copyright
protection) for each FFM scale are: (1) Conscientiousness (30 items) (2) Emotional Stability (30 items); (3)
Agreeableness (20 items)(4) Extraversion (30 items) (5) Openness to Experience (20 items). The PCI scales have
adequate reliability as well as convergent validity and divergent validity with other measures of the FFM. Coefficients
alpha in this study for the five FFM measures ranged from .72 to .84.
Job satisfaction. Job satisfaction was measured using the average score on a five-item version of the Brayfield-Rothe
satisfaction index (Brayfield & Rothe, 1951) that has been frequently used in recent job satisfaction research (e.g., Ilies &
Judge, 2002; see Saari & Judge, 2004). Participants responded using a 5-point Likert-type scale. Coefficient alpha was
.84. Like the other self-reported survey measures, the job satisfaction survey was completed by the participants at work
during their regularly scheduled shift.
Data Analysis & Results
Confirmatory Factor Analyses
Using confirmatory factor analysis (CFA), we specified a model whereby 7 items loaded on the CPB-I scale and 10 items
loaded on the CPB-O scale. LISREL 8 (Joreskog & Sorbom, 1993) was used to assess the fit of the two-factor deviance
model proposed by Bennett and Robinson (2000). Using the covariance matrix, the fit was compared to a one-factor
model for both supervisor and self-ratings of CPBs. The measurement model was constructed using multiple indicators
by randomly forming packets consisting of two or three items for the CPB-O and CPB-I constructs. We used maximum-
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likelihood estimation and report the results of several fit indices: chi-square statistic, the root-mean-square error of
approximation (RMSEA), standardized root square mean residual (SRMR), goodness of fit index (GFI), comparative fit
index (CFI), and the non-normed fit index (NNFI). The fit indices for the CFA of supervisor ratings of CPBs for the two
factor model were χ2(8, n=141)=34.04, CFI=.96, GFI=.91,SRMR=.06, RMSEA = .17, and NNFI = .92. The fit indices
for the one-factor model were χ2(9, n=141)=105.44, CFI=.84, GFI=.78, SRMR=.12, RMSEA = .30, NNFI = .73. A chi-
square test of differences confirmed that the two-factor model is a better fit to the data than a one-factor model: _χ2(1, n
= 141) = 71.40, p < .01. (The fit indices for the CFAs are not shown in the tables.) The fit indices for the two-factor
model of self-rated CPBs were χ2(8, n = 141) = 12.56, CFI = .98, GFI = .98, SRMR = .04, RMSEA =.06, NNFI = .97.
The fit indices for the one-factor model of CPBs were χ2(9, n = 141) = 32.03, CFI = .92, GFI = .94, SRMR = .08,
RMSEA =.13, NNFI = .86. The chi-square test of differences indicated that the two-factor model of self-rated CPBs was
a better fit to the data than a one-factor model: _χ2(1, n = 141) = 19.47, p < .01. Thus, the results of the CFAs showed
that the two-factor model proposed by Bennett and Robinson (2000) was supported in our data for both boss and self-
ratings.
Correlations
Table 1 reports means, standard deviations, coefficients alpha, and correlations among study variables. Consistent with
our main effects expectations, Conscientiousness, Emotional Stability, and Agreeableness were significantly correlated
with self-ratings of CPB-I and CPB-O and with job satisfaction (see correlations and 90% confidence intervals [CIs] in
Table 1). The main effects of personality traits were largely confirmed for boss ratings of CPB-I and CPB-O. In general,
correlations with the personality traits were substantially larger for self-ratings of CPBs than for boss ratings of CPBs. In
addition, as expected, job satisfaction was significantly correlated with all four measures of CPBs.
Path Analyses
We used LISREL 8 based on the covariance matrix to conduct path analyses on latent constructs with single-item
indicators. The values of the latent-to-manifest paths were fixed at the square root of their internal consistency
reliabilities (see Table 1). To account for measurement error, the effects of random error on each manifest variable was
fixed as the quantity one minus the reliability multiplied by the variance of each measure (Podsakoff, Williams, & Todor,
1986). Table 2 presents the results of the path analyses for the three models described above for boss and self-ratings,
respectively. As shown by the fit statistics, Models 1 (full mediation) and 3 (direct effects) do not fit the data well,
relative to Model 2 (partial mediation). Model 2 is the hypothesized partial mediation model. In this model, all three
personality traits have paths to job satisfaction, and job satisfaction has paths to both CPBs. In addition, Agreeableness
has a direct path to CPB-I, and Conscientiousness has a direct path to CPB-O. In other words, this model posits that job
satisfaction partially mediates the relationship between relevant personality traits and CPBs. The results show that this
model fit both the data set including boss ratings (Table 2) and the data set including self-ratings (Table 2) rather well.
We also conducted chi-square tests of difference between Models 1 and 2 and between Models 3 and 2 for both boss and
self-ratings. The results for the comparison of Models 1 and 2 revealed that Model 2 was a better fit for both the boss
ratings (_χ2(1, n = 141) = 12.34, p < .01) and the self-ratings (_χ2(1, n = 141) = 34.44, p < .01). Likewise, the results for
the comparison of Models 3 and 2 revealed that Model 2 was the best fit for both the boss ratings (_χ2(1, n = 141) =
16.67, p < .01) and the self-ratings (_χ2(1, n = 141) = 9.45, p < .01). In sum, these results provide support for the
hypothesized partial mediation model. The standardized path coefficients for Model 2—the partially mediated model that
was supported by the data—are shown in Figure 1 for both boss and self-ratings of CPBs. As shown, job satisfaction
partially mediates the relationship between personality traits and CPBs. The strongest mediation effects pertain to
Agreeableness, whereby there are significant path coefficients with satisfaction for both self- (.36) and boss (.32) rating
sets. In turn, there are significant paths from satisfaction to CPB-O for both self (−.41) and boss (−.23) data sets. A Sobel
(1982) test for the significance of the mediated path revealed that the indirect effect of Agreeableness on CBP-O was
significant for self-ratings but only approached significance for boss ratings.
Job satisfaction also partially mediates the relationship between Agreeableness and CPB-I; however, the path coefficient
between satisfaction and CPB-I was significant for self-ratings (−.40; the Sobel test indicated that the indirect effect of
Agreeableness on self-ratings of CPB-I was significant) but not for boss ratings (−.07). The mediating effects pertaining
to Emotional Stability and Conscientiousness are much weaker, due to the relatively small path coefficients between the
two traits and job satisfaction for both self- and boss ratings.
Figure 1 also shows that relevant personality traits have direct paths to CPBs. There are significant direct paths between
Agreeableness and interpersonal deviance (CPB-I) for both self- (−.34) and boss (−.30) ratings. There is also a strong,
significant direct path between Conscientiousness and deviance directed toward the organization (CPB-O) for self-ratings
(−.52), but this effect was weaker and statistically non significant for boss ratings (−.15). In summary, the path
coefficients for Model 2 show that job satisfaction partially mediates the relationship between Agreeableness and deviant
_________________________________________________________________________________________________
behaviour. Specifically, Agreeableness is related to job satisfaction and, in turn, job satisfaction is negatively related to
CPB-O (for boss- and self-ratings) and CPB-I (for self-ratings only).
Table 3 shows the magnitude of the direct effects on CPB-I and CPB-O for both self- and boss ratings, as well as the
indirect effects through job satisfaction, computed as the product of the two estimates on the indirect path. Focusing on
the total effects (sum of direct and indirect effects) in Columns 5 and 6, it can be seen that Agreeableness has a much
larger effect on interpersonal deviance, whereas Conscientiousness has a much stronger effect on organizational
deviance. These results confirm our expectations with respect to the differential effects of Agreeableness and
Conscientiousness on the interpersonal- and organizational-targeted behaviours. Importantly, this pattern of results was
observed for both self and boss ratings of CPBs, although the average magnitude of effects was stronger for self-ratings
compared to boss ratings of deviance. This further validates the distinction between the two types of behaviour but also
suggests that results should be interpreted based on both self- and boss ratings.
Findings & Discussion
We formulated and tested an integrative model that examines relationships among personality traits, attitudes toward
work, and two components of CPBs based on ratings obtained from self- and boss perspectives. The results of the zero-
order correlations show that Agreeableness, Conscientiousness, and Emotional Stability have meaningful relationships
with CPBs. These results show that Agreeableness best predicts interpersonal CPBs, and Conscientiousness and
Emotional Stability best predict organizationally based CPBs.
We also found that the magnitude of the zero-order correlations was approximately the same between job satisfaction and
both types of deviance. This means that individuals who are dissatisfied are likely to engage in both interpersonal
deviance and organizational deviance. These results show that satisfaction predicts both interpersonal and organizational
CPBs. Thus, one reason dissatisfied people are poor performers is that they are more likely to engage in more
interpersonal and organizational counterproductive behaviours at work.
Path coefficients are partial correlations, they reveal the unique effect of the traits and job satisfaction on the two types of
CPBs. An important finding was that job satisfaction not only has a direct relationship to both interpersonal and
organizational deviant behaviour, but also it partially mediates the relationship between relevant personality traits and
CPB. The strongest mediating link was between the personality trait of Agreeableness and CPBs, whereby Agreeableness
had a moderately strong relationship with job satisfaction, which in turn was significantly related to CPB-O for both self-
and boss ratings. Further, partial support (i.e., using the self-ratings, but not the boss ratings) was found for the expected
linkage whereby job satisfaction mediated the relationship between Agreeableness and CPB-I. These findings
demonstrate that relevant personality traits predict CPBs because they predispose employees to react in certain ways to
their job situation and experiences, as reflected in their attitudinal evaluations of their job. In other terms, personality
influences job satisfaction, which in turn, has an effect on CPBs.
An equally important finding was that job satisfaction did not fully mediate the traits–behaviours relationships; that is,
personality traits had a direct relationship with deviant behaviour that was independent of one’s appraisal of the job and
working conditions. Agreeableness had a moderately strong direct relationship with interpersonal deviance, in addition to
its indirect effect through job satisfaction. This effect was found for both boss and self-ratings. These results coupled
with those for the indirect, mediating results discussed above show that Agreeableness has a much stronger effect on
interpersonal deviance than on organizational deviance. In fact, the total of the indirect and direct effects for
Agreeableness are 3–4 times greater on CPB-I compared to CPB-O. Thus, all else equal, disagreeable people are more
likely to engage in interpersonal deviance than organizational deviance. These results show that Agreeableness influences
CPBs through other mechanisms (than job satisfaction) as we speculated in the introduction. Those who score high in
Agreeableness are predisposed to strive toward communion (being part of a community, striving for inclusion; Wiggins,
1991) and they are willing to serve the needs of the group (Graziano & Eisenberg, 1997). It is then possible that high-
Agreeableness employees perceive the fulfilment of their relatedness needs (through interacting with others at work), and
thus they are less likely to engage in CPBs. At a more basic level, these findings are noteworthy because whereas most
research has examined Agreeableness in the context of predicting helpful, cooperative behaviours such as teamwork and
providing customer service (e.g., Mount et al., 1998), our results suggest that it is useful to examine the characteristics
associated with the low end of Agreeableness.
We found mixed effects for the hypothesized indirect and direct effects for Conscientiousness and Emotional Stability.
The expected mediation effects whereby Conscientiousness and Emotional Stability related to CPB-O through their
relationship to job satisfaction were weak (i.e., both sets of indirect effects were .05 or less), although they were in the
hypothesized direction. Likewise, the mediation effects whereby Conscientiousness and Emotional Stability related to
CPB-I through their relationship to job satisfaction were also weak (i.e., both sets of indirect effects were .05 or less),
although they were stronger when CPB-I was based on self-ratings. The expectation that Conscientiousness would more
strongly predict CPB-O than CPB-I was confirmed by the data. In fact, the total of the direct and indirect effects for
_________________________________________________________________________________________________
Conscientiousness were 16–17 times larger for CPB-O compared to CPB-I for both self- and boss ratings of CPBs. In
addition as expected, the effects were more than three times larger for self-ratings compared to boss-ratings (path
coefficients are−.52 and−.15, respectively). Collectively, these results illustrate that Conscientiousness predicts task-
based CPBs better than interpersonal CPBs. Two sets of traits that are commonly used to describe Conscientious people
are dependability (dutiful, reliable, and rules-compliant) and achievement orientation (hardworking, persistent, and goal-
directed). Traits associated with dependability are relevant to CPB-O because they pertain to the tendency to follow rules
and conform to the norms of the organization (i.e., falsifying expense reports, theft, lack of punctuality, and abusing
break times) and society at large. The common theme among the traits associated with achievement orientation is the
willingness to exert effort. Effort is an essential component of all forms of discretionary behaviour, and all else equal,
greater effort leads to better performance (e.g., Judge & Ilies, 2002; Kanfer, 1990). Because, organizational deviance
includes behaviours related to exerting effort (i.e., withholding effort and shirking), the present results suggest that a
main reason people low on Conscientiousness engage in more organizational deviance is because of they are less likely
to follow rules and more likely to shirk their duties and withhold effort.
The results of the study also contribute to the literature by providing additional evidence regarding the construct validity
of CPBs. Our results not only support Bennett and Robinson’s model but also extend it by showing that the two-factor
structure generalizes to both self- and boss ratings of CPBs. We believe these finding underscore a strength of this study,
which is that interpersonal and organizational deviance are related but distinct types of deviance. One noteworthy finding
pertaining to CPBs was that the correlations between self- and boss ratings for CPB-I (.48) were more than twice as large
as for CPB-O (.21).
The present findings have numerous practical implications. An obvious implication is for employee selection, as the
results show that selecting employees on Conscientiousness, Emotional Stability, and Agreeableness is likely to reduce
the occurrence of CPBs. One set of findings for the zero-order correlations that was unexpected, yet may have practical
implications pertained to Openness to Experience. We found that people who were low in Openness engaged in more
deviant behaviour, and these results were true for both interpersonal and task-based CPBs and when assessed by both
self- and boss ratings. It is possible that if organizations select employees on Openness they may reduce the incidence of
CPB. Our findings also have implications for organizational training programs. The results also have implications for
rating employee performance. Further, it is important to train managers about the importance of employee’s job
satisfaction. Our results show that dissatisfied employees are likely to retaliate against the organization and its members,
both of which are costly financially and personally. Thus, organizational interventions designed to increase employees’
job satisfaction, such as increasing the mental challenge in the job (Judge, 2000) are also likely to reduce the frequency
of CPBs. Finally, those organizations that are team based are especially susceptible to the adverse effects of interpersonal
deviance. This is based on the idea that peers may be in the best position to observe deviant behaviour, especially in team
environments.
Limitations
There are several limitations of the study. Although the results of our model provide a useful, parsimonious framework
for other researchers to build on, like all models in behavioural sciences, ours is underspecified (James, 1980). We
recognize that the inclusion of perceptual and situational variables could change the path estimates that we obtained.
Further, because our data are cross sectional, it is not possible to draw true causal inferences from the results of the path
analysis hence caution must be exercised about inferring causal relationships. Finally, the deviance measures that we
used in the study are subjective, that is, they are based on ratings of deviant behaviour. It would be beneficial to
supplement the analyses using objective indices of deviant behaviour such as turnover (Bannister & Griffeth, 1986),
absenteeism (e.g., Hackett, 1989), theft (e.g., Greenberg, 1993), or accidents (Salgado, 2002). This is important because
if objective indicators of CPBs are used, the relationships among personality traits, job satisfaction, and CPBs may differ
from those obtained in this study.
Conclusion
The major purpose of the study was to test a model that seeks to explain relationships among three major constructs in
the personnel psychology field—personality traits, job satisfaction, and CPBs. In general, results showed that relevant
personality traits and job satisfaction predict both interpersonal and organizational deviance. Further, job satisfaction
partially mediates the relationship between personality traits and counterproductive behaviour at work. The personality
trait of Agreeableness was found to play a critical role in the prediction of CPBs, as it had direct effects to interpersonal
deviance and indirect effects to interpersonal and organizational deviance through its relationship to job satisfaction.
Further, Conscientiousness was found to play a critical role in the prediction of organizational deviance, and its effect
was primarily direct rather than indirect.
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References
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Sustaining Key Talent With Reference to IT Sector
Dr. Ashok Kurtkoti
MIT SOB, Saraswati Vishwa building,Kothrud, Pune-38.
ashokkurtkoti@gmail.com
Dr. Anand Apte

MIT SOB, Saraswati Vishwa building, Kothrud, Pune-38.
apte_anand1750@yahoo.co.in
Abstract
As global talent markets are increasingly interconnected and work through communications, virtualization, and
digitalization more evenly distributed across the world, it is critical to continually sharpen our understanding of
national, regional, and the global talent markets India’s growth of IT/ITES is phenomenal after liberalization,
privatization and globalization in last 2 decades. This has resulted in new jobs at various levels and employees
have an option to pick and choose jobs. This is a research paper where secondary data is studied through
literature review. Talent retention is critically important for all organizations for two main reasons: 1. Turnover
is expensive. 2. Top performers drive business performance. Many of the major IT Companies have put in place,
or are in the process of putting in place, succession plans for not just their top management executives, but also
their leaderships at different levels. These companies include Infosys Technology, HCL Technology, Wipro,
Cognizant Technology and mid sixed company, Mind Tree. It is found that:
1. HCL Technologies has a well-defined succession plan for its top 30 managers including its CEO Vineet
Nayar.
2. In Wipro, planning exercise assesses its leadership bench strength annually and makes sure there is a
ready pool of successors to fill critical roles. "The talent review process gives us a leadership-level talent
inventory and capability map that reflects the extent to which critical talent needs are fulfilled visa-a-vis
business drivers.
3. Infosys even has an IT solution for succession planning called Talent Edge that helps organizations
determine successors for employees who play critical roles.
4. Cognizant Technology Solutions recently benchmarked the skills and competencies of 22 senior
executives in India as part of its succession planning.
5. Mid-sized IT firm Mind Tree has initiated a leadership review process to identify 100 leaders in the
company by 2015-16. "In managing talent, it's either a make or buy decision.
It can be concluded that all IT/ITES companies will be concentrating on right recruitment and retention strategies
as the will scarcity of skilled and talented manpower by 2020
Key words : IT Companies, Sustaining Talent, Employee retention and Talent Retention Strategies
Introduction
India‘s growth of IT/ITES is phenomenal after liberalization, privatization and globalization (LPG) in last 2 decades.
This has resulted in new jobs at various levels and employees have an option to pick and choose jobs As global talent
markets are increasingly interconnected and work through communications, virtualization, and digitalization more evenly
distributed across the world, it is critical to continually sharpen our understanding of national, regional, and the global
talent markets.It has become increasing difficult to recruit and retain Skilled and talented manpower at various levels,
The researchers have studied the talent management programs of IT major companies like HCL technology, Wipro,
Infosys and Cognizant Technology Solutions and mid -sized firm Mind Tree. This research paper gives some glimpses of
work carried out by these IT companies in sustaining key talent.
_________________________________________________________________________________________________
Objectives
1. To study the recruitment process to attract and to retain the right talent.
2. To study the best Key Talent Retention Strategies by Indian IT companies.
Literature Review
The details of findings from literature review are:-
A. Six key practices that organizations can implement with technology support to retain their top talent:
1. Recruit the right people in the first place.
2. Improve the line manager‘s ability to manage.
3. Give employee‘s constant feedback about clear, meaningful goals.
4. Empower employees to manage their own careers.
5. Proactively drive talent mobility.
6. Continuously measure and improve retention strategies.
The more specific the criterion, the better the company is able to calibrate the selection process and measure for a quality
outcome.
Once set, these criteria for the ideal candidate for a position inform all aspects of the recruiting process for the position,
from the writing of the job description to the criteria employed by an online prescreening function. The criteria of
selection and of performance must be aligned, to ensure that the staffing process reliably selects the qualities and
characteristics that promote high-quality performance on the job.
Organizations need the right tools and technology so their managers can make higher-quality hiring decisions and
effectively recruit to retain.
They need to be clear about competencies required for success, then base their hiring decisions from the success criteria
or success templates they have developed based on their top performers.
They need to be able to articulate what top performers do and how they do it and understand not just the skills but the
behaviors that top performers use to be successful.
Recruiters and hiring managers can attract talented employees if they have a sound understanding of the skills needed
and strategic goals of the department and the organization. When the hiring manager can share goals information with the
candidate, it helps clarify and sell the position to potential employees. It is important that the hiring manager articulate
clear expectations, skills needed, and how the role contributes to the overall success of the department and the
organization.
The recruiting process connects to and should be tightly integrated with the overall organizational talent management
strategy. Organizations realize key benefits when they can access unified data in a single talent system of record, getting
all the information an organization needs to hire right and create the best fit that increases the likelihood of the new hire
to stay.
Driving quality in the selection and recruiting process involves defining specific job criteria and unifying data.
The next step—on boarding—is the bridge from the promise of talent and output anticipated from a new employee to the
attainment of actual productivity. On boarding is the link from candidate to employee in the cyclical continuum of talent
management; it is not merely a standalone activity.
The following Figure 1 shows the recruitment process to attract right talent
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Figure 1: Recruitment process to attract right talent
Employee retention is more important than ever within my IT organization, because my staff members really have to be
joined at the hip with the business. I'm no longer looking for just top technical talent; I need people who understand what
competitor does , the consumer credit scores, tools and services we provide as a company. It takes time to build that
knowledge, and every time someone leaves, we're losing significant intellectual property that must be rebuilt.
B. Forty-one companies across Asia Pacific that had recently acquired a new overseas-based business were interviewed
by Mercer. The majority (76 per cent) said that business and organization integration was the most important success
factor, followed by talent retention (59%), pointing to a strong emphasis on people- related issues. Only 24% of the
respondents cited sale price as a critical success factor for their M&A.
To make this happen for the entire company, this means that IT staff are fully involved in creating new services and
solutions, but also in making them something that the rest of the business really wants to use. Everything has a business
and user focus. For example, my staffs weren‘t just tasked with creating a new app for scheduling rooms around our
campus on the fly, they got to create what we now call Get a Room, and design it in such a way that it's not only simple
and useful, but also fun. This perspective on development has been at the forefront of our mobility initiatives from the
start. Our first really big app was a new employee directory. A searchable list would have been enough, but we took full
advantage of the whimsy that comes with having a computer in your hand. That app is called Peeps, and it is all colorful
birds and sparkles.
C. Senior management in the technology sector are concerned about skills shortages and need to retain, nurture and
attract IT talent if they are to meet the challenges of the future.
Some 41% of technology professionals admit they have skills gaps in their organization that are affecting their
company‘s performance and growth potential. That is the finding of the Reed Technology 2012 Salary and Market
Insight report, a survey of 1,500 senior managers in both technology vendor and end user organizations.
Despite the ongoing economic slowdown, the recruitment market in the UK shows small, incremental growth. In the
technology sector, there has been a recovery, with organizations reporting cautious optimism backed up with an
acknowledgement that technology will drive this growth. Our survey illustrates that the market has settled down for a
gradually stepped recovery.
In the banking sector, while cost saving areas are still being sought, the threat of off-shoring roles from the UK appears
to have subsided somewhat, due to the potential for large-scale negative publicity. In the public sector, continued
merging of IT departments and infrastructure via shared service arrangements is a definite trend, which may also create
additional IT-led projects within integration and change management arenas.
_________________________________________________________________________________________________
The use of contract staff during the recession has continued along with a flurry of activity to recruit for permanent
positions. More specifically, as companies seek ways to support growth, a recruitment spike in the form of business-
focused roles including data analysts, BI experts and Management Information analysts across both banking and general
commerce is forecast. Businesses will also be looking for ways to interpret and maximize that data, which will create
demand for developers with programming skills in areas such as .NET and C#.
Technology developments including virtualization, social media and mobile communications are driving jobs growth as
is Cloud. We predict that SMEs will seize opportunities for cloud computing as they realize the potential to rationalize
infrastructure spend and create cost savings. Social networking is throwing up some contrasting trends with more
companies looking to exploit sites such as LinkedIn and Face book as a medium to attract candidates. It is felt that Face
book is the stronger brand proposition tool that gives the business a voice, whereas LinkedIn has the same by-products,
but greater professional networking prowess.
Skills And Talent
When asked about their staffing concerns, over 43% of senior managers questioned by REED indicated that they were
worried about losing talented individuals, and such concerns are reinforced when added to the 41% of senior managers in
the IT field who also feel that they currently have skills gaps within their organization.
To both recognize and then attempt to offset the implications of losing talented employees and filling existing skills gaps,
46% of those questioned in the technology sector stated that they are proactively implementing training and development
programmes to ensure skills improvements, individual development and ultimately job and career satisfaction.
Other methods deployed to maintain or grow talent levels include internal promotions (35%), recruitment initiatives
(31%) and incentive and benefit strategies (17%). However, a significant number - 34% - also admitted to not currently
deploying any methods to maintain or even grow talent levels. For such companies, the lack of an ongoing talent
management and skills strategy could well leave them exposed as the outlook for the technology sector continues on its
recovery.
Even in challenging times, certain skills shortages in the sector continue, especially for experienced mid level permanent
staff with C# .Net, SQL, Java, SAP and Oracle skills. Such is the glamour for the best C# and .Net talent that candidates
can "pick and choose" from employers of choice in this market.
In addition, candidates with mobile and tablet application skills such as android developers are very much in demand and
as a result often display a propensity to move from role to role. We also expect to see some innovation and movement in
this space as companies look at ways of integrating smart phones/devices into their fold as the BYOD debate rages on.
We are also seeing a shift toward Agile management and development methods as pressure mounts to compress projects
into smaller chunks with quicker ROI and demonstrable benefits to the business. This has created demand for Agile skills
across the board.
People Strategies
Some 69% of those employees questioned in the IT sector said they felt ‗secure‘ or ‗very secure‘ in their roles. This is
leading to a more confident workforce which may well seek out alternative offers. As a consequence we are witnessing
an increase in counter offers to staff as employers watching the bottom line will prefer to give valuable staff an increase
rather than risk the higher subsequent costs of an initially less productive replacement, again prevalent in the .Net and C#
space.
As the recovery continues, we anticipate that organizations will ensure the bulk of their hiring will be based on the
recruitment of more experienced candidates. Employers need immediate impact from new hires to justify expenditure
and we expect to see most activity in middle to upper level IT roles. This strategy will cost businesses slightly more
initially, but they will see a quicker and greater return on their investment as a result.
While a decline in demand for entry level graduates may well continue, companies with strong internal promotion and
succession planning strategies should also be able to cherry-pick the best graduates and less experienced hires to put on
the first rung of the employment ladder.
_________________________________________________________________________________________________
A future approach?
Employers should focus on attracting and retaining the kind of staff that can actively help to drive their business forward.
Although there are concerns about skills gaps, when recruiting they should also consider the mindset of potential
employees rather than focusing purely on their skill set. Global research from ‗Put Your Mindset to Work‘, a book by
Chairman of Reed, James Reed and Dr. Paul G Stoltz, shows that 97% of employers prefer the right mindset over skill
set in the people they recruit, promote, keep and value.
Employers should continually monitor employee engagement to best bridge any emerging gap between employer and
employee sentiment. Those able to do this will be best placed to retain the outstanding talent within their organizations
and even attract those from other businesses, helping them keep a competitive advantage in a complex and challenging
industry
Senior management in the technology sector are concerned about skills shortages and need to retain, nurture and attract
IT talent if they are to meet the challenges of the future.
Some 41% of technology professionals admit they have skills gaps in their organization that are affecting their
company‘s performance and growth potential. That is the finding of the Reed Technology 2012 Salary and Market
Insight report, a survey of 1,500 senior managers in both technology vendor and end user organizations.
The Market
Despite the ongoing economic slowdown, the recruitment market in the UK shows small, incremental growth. In the
technology sector, there has been a recovery, with organizations reporting cautious optimism backed up with an
acknowledgement that technology will drive this growth. Our survey illustrates that the market has settled down for a
gradually stepped recovery.
In the banking sector, while cost saving areas are still being sought, the threat of off-shoring roles from the UK appears
to have subsided somewhat, due to the potential for large-scale negative publicity. In the public sector, continued
merging of IT departments and infrastructure via shared service arrangements is a definite trend, which may also create
additional IT-led projects within integration and change management arenas.
The use of contract staff during the recession has continued along with a flurry of activity to recruit for permanent
positions. More specifically, as companies seek ways to support growth, a recruitment spike in the form of business-
focused roles including data analysts, BI experts and Management Information analysts across both banking and general
commerce is forecast. Businesses will also be looking for ways to interpret and maximize that data, which will create
demand for developers with programming skills in areas such as .NET and C#.
Technology developments including virtualization, social media and mobile communications are driving jobs growth as
is Cloud. We predict that SMEs will seize opportunities for cloud computing as they realize the potential to rationalize
infrastructure spend and create cost savings. Social networking is throwing up some contrasting trends with more
companies looking to exploit sites such as LinkedIn and Face book as a medium to attract candidates. It is felt that Face
book is the stronger brand proposition tool that gives the business a voice, whereas LinkedIn has the same by-products,
but greater professional networking prowess.
D. Talent perspectives from employees in the knowledge and professional services industries
The Knowledge and professionals services (KPS) industry is the growth engine of Indian economy. Over the past few
years, in addition to KPS, IT/ITES has also crossed significant milestones in terms of revenue, employment generation,
and value creation in the country. In our spotlight section, we are focusing on the concerns expressed by the young talent
in India within these two important industries. 55% of responses are from KPS, while 23% came from IT/ITES; the
results can provide a productive insight into to the perspectives of young talent in India. Remaining 22% of responses are
from the industries, including energy/utilities, technology/media/telecom, consumer and industrial products, life sciences,
manufacturing, financial services, and ‗others
Talent perspectives from employees in the knowledge and professional services industries
The Knowledge and professionals services (KPS) industry is the growth engine of Indian economy. Over the past few
years, in addition to KPS, IT/ITES has also crossed significant milestones in terms of revenue, employment generation,
_________________________________________________________________________________________________
and value creation in the country. In our spotlight section, we are focusing on the concerns expressed by the young talent
in India within these two important industries. 55% of responses are from KPS, while 23% came from IT/ITES; the
results can provide a productive insight into to the perspectives of young talent in India. Remaining 22% of responses are
from the industries, including energy/utilities, technology/media/telecom, consumer and industrial products, life sciences,
manufacturing, financial services, and ‗others‘. Knowledge services IT/ITESOthers55%23%22%
When surveyed on the reasons for a job change, the employees noted similar rationales across industries. The top three
reasons identified by the employees from the KPS industry that lead them to look for other job opportunities are ‗lack of
compensation increase‘ (54%), ‗lack of career options‘ (53%), and ‗new opportunities in market‘ (34%). IT/ITES follows
this trend closely with a 57% citing ‗lack of compensation increase,‘ and 52% identifying ‗lack of career opportunities‘.
The other industries more or less weigh in the same bracket as far as reasons for attrition are concerned.
While respondents have similar views on what would entice them to leave, most of the surveyed employees in the
knowledge-intensive industries expect to stay with their current employers;
56% from KPS, 60% from IT/ITES, and 57% from the other industries. Given the opportunity, surveyed employees
expressed their willingness to stay with their employer. This is a very interesting find given that the tenure of employees
in these industries is quite low. The attrition that the KPS and IT/ITES industries are facing can be addressed since the
employees want to stay longer. There is a significant work that needs to go in from HR leaders to devise talent programs
and hence address attrition.
For the remaining percentage of respondents actively/passively looking for new employment opportunities, what
retention strategies can be put to action to make the employees stay. The survey identified ‗Promotion/Job advancement‘
as a key motivator for employees to continue with their current organizations. 59% of KPS respondents and 54% of other
industries identified this as the top reason that can make them stay longer.
Money is important and lack of additional compensation has been cited as a top reason to consider leaving an
organization for 55% of IT/ITES employees. ‗Additional compensation‘ was a close second reason for 54% respondents
from KPS industry and 49% in the other industries. Increasing prices and rising inflation in the Indian marketplace does
make it important that employees revise compensation to take account of these critical in these macroeconomic pressures.
Given the global nature of business and careers, there also is a desire among employees to have access to global exposure
professionally. Opportunity to work abroad is another major aspect recognized by 45% of KPS, 47% of IT/ITES, and
48% of other industry respondents that can influence them to stay with the company. New training programs, flexible
work arrangements, and individualized career planning are additional reasons that HR can include while planning its
retention strategy.
Businesses worldwide are becoming more knowledge intensive, and the trained talent pool is struggling to keep pace. In
order to stay competitive and sustain their competitive advantage, organizations need to continue to build HR strategies
to retain top talent in critical industries. After all, employees are the key contributors to the success of any organization.
Organizations should continue to innovate and develop talent programs that help in attracting the right talent, on boarding
and coaching them, managing expectations, and rewarding them as they grow within the organization. The aim should be
to provide a career to employees and facilitate growth to build a world-class culture – one of the most effective retention
tools.
One observation from the survey is that employees in these knowledge-intensive industries, irrespective of their sectors,
have not been with their organizations for very long. According to the survey, in these sectors, less than 20% of surveyed
employees have been employed for five or more years. 63% of employees within the KPS fall in the category of being
employed with their current employers for less than two years. For IT/ITES, it is 60% and for other industries, it is 57%,
displaying a similar trend. Among the universe of surveyed employees in these sectors, the tenure is generally quite low.
E. Best Key Talent Retention Strategies by Indian IT companies:-
1. Every year, Wipro chairman Azim Premji and the CEO of the company's IT business TK Kurien block one
week of their time to review succession slates in the company. The search is not restricted to front-line leaders
who would occupy corner room positions; it runs deeper in the organization covering a large number of leaders
across different business units. Wipro's Talent Review and Succession Planning exercise assesses its leadership
bench strength annually and makes sure there is a ready pool of successors to fill critical roles. "The talent
review process gives us a leadership-level talent inventory and capability map that reflects the extent to which
critical talent needs are fulfilled visa- -vis business drivers. This process covers 600 senior leaders in the
_________________________________________________________________________________________________
organization," said Saurabh Govil, global HR head for Wipro's IT business. The annual exercise is timed around
the completion of the annual performance appraisal in May
2. Infosys Technologies put in place succession planning early last decade, when it identified some 400 potential
leaders. Its Leadership Institute in Mysore has played a big role in training leaders. Over 800 employees have
undergone the programme at this institute. Incidentally, Infosys even has an IT solution for succession planning
called Talent Edge that helps organizations determine successors for employees who play critical roles.
3. Mid-sized IT firm Mind Tree has initiated a leadership review process to identify 100 leaders in the company
by 2015-16 . "In managing talent, it's either a make or buy decision. We are creating a leadership pipeline with
80% of talent requirement being groomed in-house , while we will acquire 20% externally ," said Ravi Shankar,
chief people officer at Mind Tree. The company also focuses on succession mentoring where the CEO and
chairman of the company spend 15-20 days in a year with the successors who have been identified.
4. HCL Technologies has a well-defined succession plan for its top 30 managers including its CEO Vineet Nayar.
Currently, the top three second-level leaders manage 30% of HCL's business and one of them could succeed
Nayar. These include Rahul Singh, president of financial and business services , Anant Gupta, president of
infrastructure services and Steve Cardell, president of enterprise application services.
5. Cognizant Technology Solutions recently benchmarked the skills and competencies of 22 senior executives in
India as part of its succession planning. "They will eventually play a larger role in the company, heading critical
functions," said a source privy to the development. However, the company denied undertaking such an exercise.
Though companies are secretive about succession planning, they follow a rigorous process to get visibility into
the company's leadership talent pool. "This assessment leads to an identification of short-term and long-term
successors for each key role," said Govil.
Conclusion
It can be concluded that all IT/ITES companies will be concentrating on right recruitment and retention strategies as the
will scarcity of skilled and talented manpower by 2020.A sustainable competitive advantage will be seen for IT
companies who are taking pro active steps now as the talented manpower will be one of the major component of cost
drivers for IT Organizations.
References
1. www.employmentlawdaily.com/index.php/news/companies-that-suc - 29k
2. economictimes.indiatimes.com/news/news-by-company/corporate- - 170k
3. www.nordichumanasset.com/pdf/NBHAS2012.pdf
4. www.directionsmag.com/articles/business-management-101-strat - 84k
5. India talent survey report 2012 Perspectives on young talent in India,July,2012.Deloite and AIMA report
6. Talent Retention: Six Technology-Enabled Best Practices An Oracle White PaperJune 2012.
7. Strategic Talent Management: A Review And Research Agenda David G Collings and Kamel Mellahi
8. How Wipro, Infosys, Cognizant create their leaders ?The writer has posted comments on this article Shilpa
hadnis & Mini Joseph Tejaswi, TNN | Aug 2, 2012, 11.35AM IST
_________________________________________________________________________________________________
Impact of Reward System on Employee’s Motivation
Mr.Abhijeet Ashok Kamble
Asst. Prof. in Commerce
Night College of Arts and Commerce, Kolhapur
aakabhi@gmail.com
_________________________________________________________________________________
Abstracts
Motivation is the internal state that encourages people to perform activities. Organizations are realizing that they
have to establish an equitable balance between the employee’s contribution to the organization and the
organization’s contribution to the employee. Establishing this balance is one of the main reasons to reward
employees. Organizations that follow a strategic approach to creating this balance focus on the three main
components of a reward system, which includes, compensation, benefits and recognition. Studies that have been
conducted on the topic indicates that the most common problem in organizations today is that they miss the
important component of Reward, which is the low-cost, high-return ingredient to a well-balanced reward system.
A key focus of recognition is to make employees feel appreciated and valued. Research has proven that employees
who get recognized tend to have higher self-esteem, more confidence, more willingness to take on new challenges
and more eagerness to be innovative. The aim of this study is to investigate whether rewards and recognition has
an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to
respondents. The current research results need to be interpreted with caution since a convenience sample was
used, thereby restricting the generalisability to the wider population. Keyword: Reward, Motivation, recognition
I. Introduction
Reward system is very important in any organization as the process that is in command of human behavior within an
organization. It helps to verify not only performance in relation to current goals but also influences the possibility of
people joining and remaining in an organization. An employee reward system comprises of an organization’s
incorporated policies, processes and practices for rewarding its employees in harmony with their contribution, skills and
competence, and their market worth. An organization’s reward system is the way by which it encourages and discourages
certain characteristics of the employees. In order for an organization to meet its obligations to shareholders, employees
and society, its top management must develop a relationship between the organization and employees that will fulfill the
continually changing needs of both parties. At a minimum the organization expects employees to perform reliably the
tasks assigned to them and at the standards set for them, and to follow the rules that have been established to govern the
workplace. Management often expects more: that employees take initiative, supervise themselves, continue to learn new
skills, and be responsive to business needs. At a minimum, employees expect their organization to provide fair pay, safe
working conditions, and fair treatment. Like management, employees often expect more, depending on the strength of
their needs for security, status, involvement, challenge, power, and responsibility. A well-structured reward system is a
powerful force that motivates performance excellence and sends out a strong message about what is important to the
business. Yet, traditional reward systems fail to harness this power. They do not communicate business priorities, nor do
they reinforce the behaviours that are important to business success. According to Lawrence & Mills Motivation is “a set
of processes concerned with the force that energizes behavior and directs it towards attaining some goal.” Reward
management system includes both financial and non-financial rewards which are also called as extrinsic and intrinsic
rewards. Financial rewards are salary increase, bonus system, perquisite etc. on the other hand there are non-financial
rewards which are: promotion and title, authority and vacation time, comfort of working place, social activities, feedback,
flexible working hours, design of work, recognition, social rights etc
II. Objectives of the Research

This research is intended to achieve the following objectives:-
1} To determine the impact of rewards on motivation.
2} To determine if there is a relationship between reward and employee motivation.
3} To determine which factors contribute to work motivation.
_________________________________________________________________________________________________
III. Hypotheses.
The following hypotheses were developed for testing.

1 Higher the employee rewards lead to higher the Employee Motivation
2 Lower the employee rewards lead to lower the Employee Motivation
IV. Methodology
1) Data Sources
Methodology adopted for data collection-
a) Primary source of data
b) Secondary source of data
Primary data are collected through the questionnaire and discussion with members of the staff. Secondary data are
collected from annual reports, journals, internet, books etc.
2) Statistical Techniques
For this research several techniques were used such as samples, percentage analysis, correlation
Analysis, means analysis..
a) Percentage analysis
It is used to make the relationship between hypotheses and samples, percentage analysis is used
To indicate the relative size of proportion of items rather than absolute size.
Example: Sample size 100 Motivated employees 60- 60%’ Dismotivated employee 40- 40%
b) Regression Analysis
In order to find out the nature of relationship between two variables factor analysis is carried out. The line regression
explained the pattern of variation of depending variables in relation to values the independent variable. In this research to
find what relationship exits between reward system and employee motivation, the regression is applied.
This could be explained though the following equation.
Y = a+ bx
a = Point cutting a cross axis Y, that is value of Y when x = 0, b = Slanting of the regression line
c) Correlation analysis
This analysis measure the relationship between two data that are sealed to be independent of the unit of measurement.
The value of the co-related rations calculated through the following formula.
d) Means analysis
This analysis measures the average level of reward and employee motivation
V. Data analysis
1) Correlation, regression, and F-Test
Extrinsic rewards and employee motivation
The regression equation shows the positive relationship between the extrinsic rewards and Employee Motivation That is
when the extrinsic reward is made on the basic of Employee point of view; Employee Motivation will increased by
18.65.The correlation between extrinsic rewards and Employee Motivation is 0.8325, which Shows the positive
relationship between the two variables. According to the R-square, 57 % of Employee Motivation is accepted by Reward.
According to the F - value it is greater than table value. So it expresses that there is a relationship between the two
variables.
Intrinsic rewards Vs employee motivation

The regression equation shows the positive relationship between the Intrinsic rewards and Employee Motivation That is
when the Intrinsic reward is made on the basic of Employee point of view; Employee Motivation will increased by
20.64.The correlation between intrinsic rewards and Employee Motivation is 0.6743, which shows the positive
relationship between the two variables. According to the R-square, 38% of Employee Motivation is accepted by Reward.
According to the F-value it is greater than table value. So it expresses that there is a relationship between the two
variables.
_________________________________________________________________________________________________
Rewards Vs employee motivation
The regression equation shows the positive relationship between the rewards and Employee Motivation That is when the
reward is made on the basic of Employee point of view; Employee Motivation will increased by 8.45.The correlation
between rewards and Employee Motivation is 0.8435, which shows the positive relationship between the two variables.
According to the R-square, 59% of Employee Motivation is accepted by Reward. According to the F-value it is greater
than table value. So it expresses that there is a relationship between the two variables.
VI. Findings And Observation
Radhika Tourism Pvt.Ltd.(Kolhapur)Company’s employees reward system is analyzed, when the information obtained is
looked into out of the particular 14 employee have high motivation, at the same time 25 employees moderate Motivation
in reward system. But 11 employees are very lower motivation regarding reward system. That is 78% employees are high
and moderate Motivation. The rest 22% have replied unfavorably. Analysis relating to the higher performance
consistency achieved is observed in to, 85% of the staff has replied favorably. The rest 15% employees answered
unfavorable. The main reason for the above appearance is that the reward system for the staff of this Company. When the
employees needs are fulfilled satisfactory through reward system, the employees Consistency achieved increases.
According to the result about the Co-operation of the staff. 21% of the staff only disagrees with the reward system leads
to favorable result in their Co-operation of the staff. But 79% answered that the Co-operation of the staff will be reduced
by the reward system by a considerable value. And Co-operation of the staff. is a factor, which affects both bank and the
staffs. From the findings of the relationship between the reward system and the Challenging work, 27% of the Company
staffs have provided unfavorable replied. The rest 73% have given favorable replied against the Challenging work of the
staffs by the reward system. This research finding also describe relationship between willingness of responsibility, 86%
employees answered favorably .the rest 14% denote adverse opinion. Reward system has Strong impact on Growth in job
that is 86% employee said favorable the rest 14% unfavorable replied.
1) Further based on the correlation co-efficient measurement between those variables There is positive relationship
between the rewards and Employee Motivation of the staffs of this Company and that is between the intrinsic reward
system and the Motivation also positive Extrinsic reward system and Motivation. Therefore, as a whole, there is a
considerable positive relationship between the total reward system and the Employee motivation of the Employee of the
Company
2) In this Study, every element relates with the rewards of the employees was analyzed. Further, Higher performance
consistency achieved, Cooperation, Willingness of responsibility, Challenging work, Growth in job, are found to be the
determining factors that influence employee’s performance. Regarding the rewards, comparatively 80% of employees
only are favorable to reward system. The following aspects can be viewed for the favorable reward system-
i) Provide favorable leave to the staff of this Bank
ii) Provide medical facilities

iii) Provide favorable or attractive facilities
3) Based on the correlation analysis-

i. There is a positive relationship between the total reward system and job satisfaction of the staff of this Company.
ii. Correlation co-efficient between the reward system and the performance consistency achieved is positive.
iii. Correlation co-efficient between the reward system and the Cooperation of this staff is Positive.
iv. Correlation co-efficient between the reward system and the Willingness of responsibility this Company is also
Positive.
v. Correlation co-efficient between the reward system and the Challenging work is also positive.
vi. Correlation co-efficient between the reward system and the, Growth in job is Positive.
_________________________________________________________________________________________________
4) Hypotheses testing-
H1:- Higher the employee rewards lead to higher the Employee Motivation
On the basis of 80% Employees of this Company have High Motivation; these hypotheses confirmed by effectively
Hence it illustrate that when both intrinsic and extrinsic rewards provide, the Motivation of the employees of this
Company also slightly improved and vice versa.
H2:- Lower the employee rewards lead to lower the Employee Motivation
Here this hypothesis is accepted, because there is a positive relationship found between the reward system and the
employee’s motivation. That is when the employee reward system Decrease, Motivation also decrease through the
performance consistency achieved, Cooperation, Willingness of responsibility, Challenging work, Growth in job.
VII. Suggestions
1) This Company can build up the commitment among employees by rewards and achieve both individual and
Organizational objectives.
2) Employees with one another vary individually, according to physically and mentally. So, identify their different
types of needs and fulfill them.
3) The facilities to be provided to the employees in order to enhance their Employee motivation, job abilities.
4) Try to create supportive, pleasant full working environment internally, in order to satisfy the staff and work with
efficiency.
5) Employees should be trained according to the present content of the environment.
6) The facilities provided to the employees should be compared with that of other private Organization and facilities
similar to it or more to be provided quickly.
7) Proper training and promotion also to be given to the staff of this Company in order to they will be satisfied their
job.
8) Management intensifies the salary scheme of employees. It should be supported to upgrade their standard of living.
References
1. Robbins, S.P. Organizational behavior.

2. Wilson, T.B. Innovative reward systems for the changing workplace.
3. Saiyadain, Mirza Human Resources Management. McGraw-Hill, Inc.
4. Ali, R., & Ahmed, M. S.(2010) The impact of reward and recognition programs on employee’s motivation and
satisfaction: an empirical study.
5. Chapan and Kelliher, influence on reward mix determination, employee relations
_________________________________________________________________________________________________
"Partnering of work as an understanding between employees and
Psychological impact of their absenteeism on employees":
A study across small sized educational institutions in Bhilai-Durg
Asst. Prof. B Abhay Rathore
Institute of Management and Global Education, Bhilai, Chhattisgarh
Introduction
In recent years Bhilai has been referred as the Kota of Chhattisgarh. There has been over 30% growth in the
establishment of educational and allied organizations in the state of Chhattisgarh during 2006-2011. The district
of Durg has the highest literacy rate in the state of Chhattisgarh which is 79.69% in 2011 census. It has also the
highest literacy rate in females amongst other districts in Chhattisgarh. The female literacy rate of Durg district is
70.51% as per 2011. In today’s competitive world of business where humans are treated as a vital ingredient for
any concern’s productivity and revenue generation much has been talked about the work environment and
boosting of employee morale. Amidst the scenario retooling the signboards of companies through mergers and
acquisitions a vigilant calculation is being done on the employee sentiments.
Is there any such partnering of work in small sized educational institutes? How POWs impact the overall morale
of an employee? Is there any impact of POWs absence on the productivity and behavior of another? Is there any
interpersonal relation being created between the employees in such an extent that the absenteeism of one effects
the work and the enthusiasm of another? Do they exchange joy and emotions and get emotionally attached and
this aspect of the staff impacts productivity?
This paper is all about understanding the sharing of work by colleagues which mostly gets un noticed and
unaccounted. It also looks into the psychology of human behavior in organization, that how he/she reacts in
absence of colleague. Main objective of this paper is to check the existence of POWs, their impact of absenteeism
on the other employee’s effectiveness with respect to work process.
The Study
It has been found that in many small educational organizations that individual share their work with others. Since the
resources are limited for a small organization it is assumed by the management that multi skilled employees enhances the
productivity. But there is always a dearth of such multi skilled employees. In such cases employees usually is dependent
heavily on other co employee‟s help, support and presence. It has also been found that there is an adjustment of work
with other Partners of Work. Such adjustment can be stated as shift timings of staff, urgent release from work day,
adjustment of work load, sharing of self work with more skilled employee etc.
Partner of Work here in are referred as that employee who voluntarily shares work of other employee as a gesture of help
and support. The extension of such help is an outcome of the personal bonding between the given employees. The
personal bounding arise on account of greater interactivity between employees, smaller size of organization and closely
inter related work process.
The study looks in to such sharing of work (Partnering of Work, term herewith devised by the author) and also the effect
of absenteeism of such partners of work on the work process.
A survey was also been undertaken with the aim of clarifying and exploring answers to these questions. The survey was
been conducted on seven educational organizations comprising management institutions, technical institutions,
schools.This research has been carried out in Durg - Bhilai city with 50 respondents from different educational
institutions, all the respondents are above 21 years and are working with different organizations.
The methodology involved general discussions, informal talk, filling up of a questionnaire and the results are interpreted
on the basis of them..
We all agree that „Man is a social animal‟. In today‟s scenario too this statement of Aristotle holds true with the strongly
emerging social networking websites. The interactivity stands vital when we are working in a small sized organization
where the number stands between 15-20 employees in total at regular basis. Miss Jyoti, an IT teacher at school was
finding it difficult to conduct classes of IT as the school‟s System Administrator was on leave that day. Prof. Das was
feeling down on the day as his colleague was absent on that day. He used to have a habit of discussing on
interdisciplinary topics with his colleague. Though inexpressible to a layman in his own language but it indeed signifies a
_________________________________________________________________________________________________
point that there is always a relationship which is being developed among Partners of Work some formal and some
informal which smoothens the daily operations at work. This very statement gets highlighted when we peep into the
survey which was conducted on those employees.
The employees were asked as to whether during their work they needed an extra help from someone to complete their
task. There were ninety six percent statements confirming that the respondents had at some time shared their given task
with others or sought help from others to complete it. This sharing of work of self with others is here with said as
Partnering of Work. The chart below clearly suggests that there is Partnering of Work,
100
80
60
East
40 West
Chart 1 20
0
Sharing of Work
The employees were asked that whether their colleagues do have a place in their life and they are important to them as a
part of your daily life. The respondents agreed to ninety percent that colleagues or partners of work are important to them
and they are indispensable in their work environment. In small organizations it is mostly found that the colleagues
interact more frequently with each other. The interactivity at one point forms an informal group too within the
organization and at the second smoothens the work process. The better the interactions between the employees the
smoother and faster are the overall work process.
100
80
60
Yes
40 No
20
0
Chart 2 Colleague's Importance in life
our life is delimited by many tribulations. The bond between employees grows with time dependent on the likings of
each other. During the course of time the relationship becomes more personal and employees tend to share their personal
life with each other. It is often found that we give a brief explanation to our Partners of Work when asked our reason of
taking leave. We unknowingly or knowingly tend to discuss our problems with Partners of Work who are closer to us. At
times of turbulence we look up to them for help and support. We also seek advice from them regarding issues either
personal or pertaining to employment and organization. The same view was strengthened by the survey in the small sized
educational institutions. The respondents were asked about whether they seek advice from their Partners of Work
referring personal or official issues. Does their colleague come forward to support you in your times of crisis? To the
much heartening results eighty percent of the employees admitted that they sought advice from their colleague at times of
trouble and they got a positive response from their Partners of Work for support and help.
80
60
40 Yes
Chart 3 No
20
0
Suggestive Help from POW
Our colleague is an important constituent of our work process. At an educational institution which is small sized the
frequency of interactions with Partners of Work is very high. With the informal group if any member is absent during the
day then the group misses the member in some ways. In a highly interactive and dependent work process when our
_________________________________________________________________________________________________
colleague is absent we feel the absence and the work process are slowed down. It takes a longer time to carry the same
process without the colleague. While on the other hand, if the work is such that it is to be performed by two persons then
absence of colleague hampers the productivity. Even if under some circumstances another employee is provided even
then the coordination with the new employee takes time, which in turn reduces productivity at stipulated time.
100
80
60
Yes
40
No
20
0
Absence of Partners of Work
effecting productivity
Chart 4
The above chart clearly indicates that if the Partner of Work is absent then on that specific day the other employee faces
problems on various fronts and here eighty four percent of employees agreed to that fact that it reduces employee‟s
productivity in some way or other.
Partners of Work form a vital segment in the communication channel. They are the colleagues who are mostly
approached by the given employee for interactions.
POWs also become a part of the employee‟s life and they are indispensible. Without them the employee feels lonely
sometimes. This loneliness if sustained for some long duration affects the productivity and at some point of time brings
frustration and creates a depression syndrome. This aspect is revealed during survey when asked as to how the day is felt
when the colleague is absent. A majority of seventy percent of respondents agree that without Partner of work they feel
as if the day ends in a dull and unenthusiastic way. The following chart shows the responses.
52
51
Chart 5 50
49 Yes
48 No
47
46
Day Comes to End without POW
We spend at an average more than thirty percent of our time in our work place. This is a major share of our daily time in
which we interact with Partners of Work. Such colleagues which are here referred as Partners of Work thus become an
important part of our daily life. We enjoy, we laugh, we share, we seek advice and we discuss our professional and
family issues. The survey covered this view with astonishing ninety two percent of employees surveyed voting in favor
that Partners of Work are an important ingredient in the spice of life. They miss something when they are out of touch
with their colleague.
100
80
60
Yes
40 No
Chart 6 20
0
_________________________________________________________________________________________________
POW as Spice of Life
Organizations value their employees. There is greater stress now not only to hire good talented employees but also to also
to sustain the right talent. Employees also feel that their Partners of Work are an important tool for building any
organization. The discussion with several employees of concerned educational organizations revealed the fact that the
presence of Partners of Work reduced the Pressure Quotient at work. The answers to the given questions were of
welcoming fact as to ninety percent agrees to the fact that presence of POW reduces the pressure quotient at work to a
larger extent.
100
80
60
Yes
Chart 7
40 West
20
0
POW reducing Pressure Quotient
Survey Table And Analysis
Name of the Number Q1 Q2 Q3 Q4 Q5 Q6 Q7

organization of Sharing Colleagues Suggestive Absence of Day POW PO
respondents of Work Importance Help from POW and Comes as W
by POW in life POW Productivity to end Spice redu
without of cing
POW Life Pres
sure
Quo
tient
Mansarovar 10 10 10 10 10 07 09 10
School
Jyoti School 10 10 10 08 07 06 09 10
Govt College, 10 10 10 08 05 05 05 08
Bhilai
IMAGE 05 05 05 05 05 02 05 05
Durg Science 05 04 04 03 05 02 05 05
College
Shankara 05 05 04 03 05 02 05 03
College of
Management,
Bhilai
GD Rungta 05 04 03 03 05 02 03 04
College, Bhilai
50 48/50 45/50 40/50 42/50 26/50 46/50 45/5
TOTAL 0
Result & Analysis

The survey results reveals that major of employees in small sized educational institutions share their work responsibility
with others. The sharing is not official but it arises out of personal and in some cases humane bondages. The partnering
of work has been mostly over looked and unaccounted. The partners of work, works as a catalyst for the smooth
functioning of organization too. We are all human beings who tend to interact and share our feelings and emotions to
others. Employees do tend to share their personal problems with their Partners of Work. There is a rapport being built
between the employees when they work in a team. Any absence of the member in the team directly and indirectly affects
the morale and the working efficiency of the present employees and this in turn affect the total productivity level also if
there is a continuing absence of the employee. The research is a descriptive state of affairs which intends to focus light on
_________________________________________________________________________________________________
the aspect of interpersonal relationship between the employees where the employees tends to build a bond of
understanding and sharing.
Conclusion
There is often a relationship developed between the employees working in an organization which we understand it by the
term informal groups. These informal groups form a very vital component in smoothening the work process in an
organization. There is a sharing of work by employee (referred as partner of work, ie: POW term devised by the author,
herein the paper) do share the given work of his/her colleague voluntarily.
There is a definite slowdown of work or hindrance in work provided one POW takes a leave. The rapport between the
other existing partners of work gets disturbed and this in turn slightly affects the overall motivational level of partners on
duty the given day of leave. Every employee has its specific space in the organization with its roles and responsibility
while he also plays a vital part in smoothening the work environment and in his colleague‟s life. We at some point of
time do tend to get personal and share our emotions and feelings, seek advices, refresh ourselves and in a direct or a
indirect way also feel motivated to work. These all factors support an employee for continuous growth and progress.
Thus an organization gets benefited when there is a harmonious interpersonal relationship between the employees. Such
Partners of Work should be identified by the organization and should also be supported for utilizing their interpersonal
skills for the betterment of organization.
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Employee Engagement With Reference To
Cooperative Banks In Pune City
Dr. Anand Apte.
MIT SOB, Saraswati Vishwa building, Kothrud, Pune.
apte_anand1750@yahoo.co.in
Dr. Ashok Kurtkoti.

MIT SOB, Saraswati Vishwa building,Kothrud, Pune-38.
ashokkurtkoti@gmail.com
______________________________________________________________________________
Abstract
Bank managers play a major role in engaging their employees in the bank. It is the responsibility of HR officers
and bank managers to engage employees of the bank. HR practitioners believe that the engagement challenge has
a lot to do with how employee feels about work experience in the bank and how he or she is emotionally tuned
with the bank. Emotionally charged employees can do improvements in day to day activities of the bank.
Employee engagement is the level of commitment and involvement bank employee has towards their bank and its
values. An engaged employee is aware of co-operative banks goals and objectives and works with team members
to improve performance of the bank. Better engaged employees develop positive attitude towards the banks and
its development.
In this paper attempt is made to find out whether:
1) Employees’ job activities are aligned with bank activities,
2) Employees are satisfied with present system of the bank
3) Employee’s job is stressful, and
4) Employee’s work gets recognized.
Questionnaire is used to carry out survey for 32 employees using convenient sampling method.
The results of survey revealed that majority of employees performing their jobs in line with co-operative bank’s
activities. Employees felt that their work has been recognized by their bank. Training will help them to enhance
their knowledge and skills which are essential for effective engagement in today’s bank’s environment.
Conclusion:
Co-operative banks in Pune city should focus on engaging and retaining employees by formulating various HR strategies.
Committed employee has more involvement towards activities and goals of the bank. Co-operative bank should thus
recognize employees as an asset for bank‟s competitive position. Employee engagement should be a continuous process
for the development of the co-operative banks
Words:
Engagement challenge, work experience, commitment, involvement, performance
Introduction:
Common man needs money for his day to day transactions. He keeps his money with co-operative bank which is
normally close to his house. He as customer feels that his basic needs of depositing and withdrawing money can be easily
met with the co-operative banks. Customers are familiar with the bank & are expecting good service from employees.
Employer feels that their employees will satisfy banks customers. For ensuring employees will deliver satisfactorily,
employer needs to engage their employees properly.
Employee engagement is the level of commitment and involvement an employee has towards their co-operative banks
and its values. An engaged employee is aware of co-operative banks goals and objectives and works with team members
to improve performance within the job for the benefit of the bank. Better engaged employees develop positive attitude
towards the co-operative banks and its development.
_________________________________________________________________________________________________
Employers play a major role in engaging their employees in the bank. It is the responsibility of HR officers and branch
managers to engage employees of the bank. HR practitioners believe that the engagement challenge has a lot to do with
how employee feels about work experience the banks and how he or she is emotionally tuned with the banks.
Emotionally charged employees can do improvements in day to day activities of the bank.
Review of Literature:
Engagement at work was conceptualized by Kahn, (1990) as the „harnessing of Organizational members‟ selves to their
work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role
performances. Employee engagement is thus the level of commitment and involvement an employee has towards their
organization and its values. The organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.‟ Thus Employee engagement is a barometer that determines the
association of a person with the organization Engagement is most closely associated with the existing construction of job
involvement (Brown 1996) and flow (Csikszentmihalyi, 1990).
Importance of Engagement:
Engagement is important for managers to cultivate good results. Disengagement or alienation is central to the problem of
workers‟ lack of commitment and motivation (Aktouf). Other Research using a different resource of engagement
(involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction – loyalty, safety
and to a lesser degree, productivity and profitability criteria (Harter, Schmidt & Hayes, 2002).
Categories of Employee Engagement:

According to the Gallup the organization there are different types of people:-
Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet
and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high
levels.
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are
expected to accomplish. They want to be told what to do just so they can do it and say they have finished. Employees
who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers." They're "Consistently against
Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of
negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers
accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that
are fostered by actively disengaged workers can cause great damage to an organization's functioning.
Some of the advantages of Engaged employees are:

1. Engaged employees will stay with the bank.
2. They will normally perform better and are more motivated.
3. There is a significant link between employee engagement and profitability.
4. Increases employees‟ trust in the bank.
5. Provides a high-energy working environment
6. Makes the employees effective brand ambassadors for the bank
A highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee
engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked employees „whether they have the opportunity to do
what they do best everyday. It is observed that employee one in five strongly agree with this statement. Those work units
scoring higher on this perception have substantially higher performance.
Employees are the biggest asset to any bank. It is major task for Branch manager and HR officers to look after the
engagement of employees to maintain the existing manpower for longer period.
Objectives:
1. To study whether employee‟s job activities are aligned with banks activities
2. To know whether employees work gets recognized
3. To understand whether employees are satisfied with present system of the organization
4. To assess whether employees‟ job is stressful
5. To understand the necessity of relationship between officer and employees for the engagement of employees
_________________________________________________________________________________________________
Hypotheses:
1. H0: Null Hypothesis- Employees are not satisfied with present system in the bank.
H1: Alternative Hypothesis- Employees are satisfied with present system in the organization
2. H0: Null Hypothesis -Employees disagreed that relationship between officer and subordinate is vital
H1; Alternative Hypothesis - Employees agreed that relationship between officer and subordinate is vital
Field Survey:
In order to find answers to the above objectives, a survey was carried out for 32 respondents from co-operative banks in
Pune. Data was collected through questionnaire (using Likert type scale) with convenient sampling method.
The respondent‟s profile and replies to various questions are outlined below-
Respondents profile is given below in Tables a, b, and c:
Table a: Age of the respondents
Age Years Respondents

20to 30yrs 8
31 to 40 yrs 12
41to 50yrs 8
51yrs & above 4
Total 32
Findings: Majority of respondents are below 50 Years

Table b: Gender of the respondents
Gender Male Female
Respondents 24 8
Maximum respondents are male candidates

Table c: Experience of the respondents
Experience 3Yrs to 10yrs 11to 20yrs 21to 30yrs 31to 40yrs Total
Respondents 12 16 4 0 32
Experience of the respondents
3Yrs to 10yrs
11to 20yrs
21to 30yrs
31to 40yrs
Fig. 1: Experience of the respondents

Majority of respondent‟s experience is below20 years
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Response to various questions:
Q1. My job activities are aligned with banks activities
Table 1: Alignment of job activities with banks activities
Alignment of Job Don't strongly

Strongly Agree Agree Disagree Total
Activities with bank know Disagree
32
Alignment of the job

Strongly Agree
Agree
Don't know
Disagree
strongly Disagree
Fig.2: Alignment of job activities with departmental /organizational activities

Findings: Majority of respondents feel that they are doing their jobs in line with bank activities
Q2. I am satisfied with the present system and working conditions in the bank
Table 2: Satisfaction with the present system and working conditions in the bank
Strongly strongly
Present system Agree Don't know Disagree Total
Agree Disagree
32
Satisfied with present system

Strongly Agree
Agree
Don't know
Disagree
strongly Disagree
Fig.3: Satisfaction with the present system and working conditions in the bank
Findings: Majority of respondents are happy with their system and working conditions in the bank.
Q3. Officer and subordinate relationship is vital for the engagement of the employees in the bank
Table 3: Relationship between officer and subordinate is vital for the engagement of the employees in the bank
_________________________________________________________________________________________________
Relationship Between officer & Strongly Strongly
Subordinate Agree Agree Don't know Disagree Disagree
Relationship between officer & employee
Strongly Agree
Agree
Don't know
Disagree
Fig.4: relationship between Boss and subordinate is vital for the engagement of the employees in the bank
Findings: Overwhelming Majority of respondents agree that officer and subordinate relationship is vital for the
engagement of the employees in the bank
Q4. I get the necessary material & equipment for performing the job
Table 4: Necessary material & equipment for performing the job
Strongly strongly
I get material Agree Don't know Disagree Total
Agree Disagree
Respondents 8 18 0 6 0 32
Get material for performing the job

Strongly Agree
Agree
Don't know
Disagree
strongly Disagree
Fig.5: Necessary material & equipment for performing the job

Findings: Majority of respondents agree they get necessary material & equipment for performing the job
Q5. My colleagues encourages my development at the branch of the bank

Table 5: Colleagues encourages employees development
Strongly Don't strongly

Encouragement Agree Disagree Total
Agree know Disagree
_________________________________________________________________________________________________
Colleagues encourages development
Strongly Agree
Agree
Don't know
Disagree
strongly Disagree
Fig.6: Colleagues encourages employees development

Findings: Majority of respondents agree they get encouragement from their colleges for their development
Q6. Training helps in retention & engaging of employees

Table 6: Training helps in retention of employees
Strongly strongly
Training helps Agree Don't know Disagree Total
Agree Disagree
Training helps retention

Strongly Agree
Agree
Don't know
Disagree
strongly Disagree
Fig.7: Training helps in retention of employees

Findings: Overwhelming Majority of respondents agree that training helps in retention of employees
Q7. Do you feel that your work has recognition in the bank?
Table 7: Work recognition in the bank
Recognition Yes No Can't say Total

Respondents 28 4 0 32
Findings: Majority of respondents state that their work has been recognized in the banks.
Q8. How would you expect recognition for the work done in the bank?
Table 8: Expectation about recognition
Recognition Face to face Informal Formal

Respondents 18 0 26
_________________________________________________________________________________________________
Expectation about recognition
Face to face
Informal
Formal
Note: As respondents had multiple choices the number of responses is more than the sample size
Fig. 8: Expectation about recognition
Findings: 1.Overwhelming Majority of respondents (100%) feels that the company should adopt either face to face
or formal recognition.
2. Formal recognition is preferred over face to face recognition.
Q9. What type of recognition would be most meaningful?

Table 9: Expectation about recognition
Recognition Acknowledge Monetary Promotion
Respondents 0 26 16
Type of recognition
Acknowledge
Monetary
Promotion
Note: As respondents had multiple choices the number of responses is more than the sample size
Fig,9: Expectation about recognition
Findings: 1. All respondents expect recognition either monetary or in the form of promotion
2. Mere acknowledgement or recognition is not expected by employees;
Q10. Do you get stress while working in the bank?

If yes, please give reasons____________________
Table 10: Stress while working in the industry
Stress Yes No Can't say
Respondents 22 9 1
_________________________________________________________________________________________________
Stress while working in the bank
Yes
No
Can't say
Fig.10: Stress while working in the bank

Findings: Majority of the respondents get stress while in the bank.
Reasons for getting stress are urgency of work; colleagues refuse to share work, no clarity in communication, priority of
work and Absenteeism and Excessive responsibility
Q11. You would like to continue in present bank due to:
Parameters Ranking by Respondents
a) Job security 2
b) Good Compensation 1
c) Challenging type of work 5
d) Location 7
e) Technology used in organization 6
f) Inspiring leadership 4
g) Work culture in the organization 3
Give rank (1) to the top most priority & rank (7) to the least priority
Table 11: You would like to continue in present bank due to:
_________________________________________________________________________________________________
Like to continue in bank
a) Job security
b) Good Compensation
c) Challenging type of work
d) Location
e) Technology used in
organization
f) Inspiring leadership
Fig.11: You would like to continue in present organization due to
Findings:
1. 3 top most parameters for respondents to continue in present organization are: Good Compensation, Job
security and Work culture in the bank
2. 3 lower most parameters for respondents to continue in present bank are: Technology used in organization,
Challenging type of work and Location.
Hypothesis Testing:
Hypothesis 1
H0: Null Hypothesis- Employees are not satisfied with present system in the bank
H1: Alternative Hypothesis- Employees are satisfied with present system in the bank
The calculated mean, Standard Deviation (S.D.) and critical x values at 5% level of significance are given in the
following Table12-
Table 12: Calculated mean, Standard Deviation (S.D.) and critical x values at 5% level of significance.
Critical x values at 5% level of

Calculated mean Standard Deviation (S.D.)
significance.
2.06 0.868 3.428
Null hypothesis is rejected as calculated value (8.636) is more than table value. Therefore alternative hypothesis gets
accepted. Thus, we can conclude that employees are satisfied with present system in the organization.
Hypothesis 2
H0: Null Hypothesis -Employees dis-agreed that relationship between boss and subordinate is vital
H1; Alternative Hypothesis - Employees agreed that relationship between boss and subordinate is vital
In order test above hypotheses it was decided to calculate mean, Standard Deviation (S.D.) and critical x values at
5% level of significance.
The calculated mean, Standard Deviation (S.D.) and critical x values at 5% level of significance are given in the
following
_________________________________________________________________________________________________
Table 13: Calculated mean, Standard Deviation (S.D.) and critical x values at 5% level of significance.
Critical x values at 5% level of

Calculated mean Standard Deviation (S.D.)
significance.
1.60 0.498 2.82
Null hypothesis is rejected as calculated value (13.5) is more than table value. Therefore alternative hypothesis gets
accepted. Thus, we can conclude that employees agreed that relationship between officer and subordinate is vital.
Conclusions:
Co-operative banks in Pune city must focus on engaging and retaining employees by formulating new HR strategies.
Bank should recognize employees more than any other variable, as powerful contributors to a bank‟s competitive
position. Employee engagement should be a continuous process for the development of the bank.
Recommendations:
1. Manager need to create good working conditions, exciting challenging work to engage employees effectively in
the bank.
2. Training programs may be arranged in inter personal relationship, conflict resolution to have better
engagement of employees with in the bank.
3. Effective performance appraisal system may be used for identifying employees training needs with respect to
bank’s performance.
Limitations of the Study:

This study suffers from the limitations of non generalization of results .The detailed study was not possible due to
paucity of budget and time constraint, smaller sample size.
Scope for Further Research:
A detailed study can be carried out in Maharashtra and all India to ensure better employee participation, motivation and
to effective HR strategies.
References:
1. Archie Thomas, CMA, and Ann MacDiarmid – Encouraging Employee Engagement – CMA Management, Jun/Jul
2004.
2. Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.2005.
3. Archie Thomas, CMA, and Ann MacDiarmid – Encouraging Employee Engagement –CMA Management, Jun/Jul
2004.
4. Bless, C., & Higson-Smith, C. (1995). Fundamentals of social research methods: An African perspective. (2nd edn.).
Cape Town: Juta
5. Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training and Development – Apr 2003.
6. Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training and Development – Apr 2003.
7. Cooper Donald R and Schindler Pamela S., Business Research Methods, New Delhi, Tata McGraw Hill, 2007, Pg
135-150, 358-374
8. Ezinearticles.com/?Increasing-Employee...Employee-Engagement
9. Heskett, Jame L – Putting the service profit chain to work – Harvard Business Review,Mar / Apr 94 Vol. 72 Issue 2.
Article Source: http://EzineArticles.com/4783380
10. Hackman, J.R., & Oldham, G.R. (1980). Work redesign. Reading: Addison-Wesley
11 http://performance-appraisals.org/appraisal-library
12. http://www.management-issues.com/employee-engagement.asp
13. Macey, W.H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational
Psychology, 1, 3-30 Cause of Toyota's Failure: Employee Engagement Contributor: Peter Hunter
_________________________________________________________________________________________________
Strategic HR Challenges
Dr. Gagandeep Kaur Gulati
Assistant Professor
DPC Institute of Management, agandeepgulati@gmail.com
_____________________________________________________________________________________
Abstract
The new economic reforms have made way for new industries, more employment opportunities and new markets.
Socially also, a change can be noticed in terms of educational level of the people and having a high disposable
income. The noticeable changes are the rising employment opportunities, social equalities, a large chink of females
joining the workforce, etc. The HR managers are now expected to think of ways and measures of how to recruit
and retain the best employees and how to fulfill their ambitions apart from professional growth.
The role of Human Resource is important as it is not only responsible for smooth functioning of the entire
business but also deals with the most sensitive yet valuable resource of the company. Human Resource
Management is now no more limited to mere recruiting and managing people. The spotlight has now shifted from
administrative perspective to a more strategic outlook. Now the HR are more concerned towards improving the
work environment and plan out human resource needs.
Though it is a reflection of what is happening in the western context, the Indian work force and industrial climate
is changing. The present HR is facing various challenges that comprise of attracting the right talent, retaining it,
imbibing leadership skills in it, handling diverse workforce, managing change and globalization, working in
synergy with other departments, etc.
An attempt has been made to study these few challenges faced by HR in the
present scenario. Guidelines are also suggested for the HR, thereby in order to
face, accept these challenges and being successful in combating these challenges.
Keywords: Strategic, HR, Challenges, Globalization
Scenario 1: Year 1991 - Richa, a housewife, is watching news on the only national television, Doordarshan. She is
becoming apprehensive of what will happen to her family. The Finance Minister, S. Manmohan Singh has just
announced a severe balance of payments crisis and certain breakthrough economic reforms. There is a great upheaval in
the economy because of intense political instability. The international investor is losing confidence in the economy. In
order to resuscitate the economy, the government has sold 67 tons of gold to IMF to fund a bailout as well as promise
economic restructuring.
Richa’s husband works as an electrical engineer with a reputed PSU. He is the only working hand in the economy and
she is worried that if because of the existing political and economic turmoil, he loses the job, then what will happen to
them. She has so many questions in mind, as to: what if he loses his job? Will they still be able to make the same amount
of money to sustain their family as they do today? And various other such questions. Remarkably, the next few years had
answers to all these questions.
The new economic reforms made way for new industries, more employment opportunities and new markets. Socially
also, a change was noticed in terms of educational level of the people and having a high disposable income. The
noticeable changes were rising employment opportunities, social equalities, a large chink of females joining the
workforce, etc. A trend of LPG was seen, a trend of Liberalization, Privatization and Globalization.
_________________________________________________________________________________________________
Scenario 2: Year 2012 - Sonia wakes up early in the morning to be on time for the morning gym. She, then, gets ready
and drives herself to work and her kids to school. No, Sonia is not is the wife of a millionaire businessman, but an
average urban Indian – born and raised in the post liberalization era. She is a senior software engineer in an MNC. She
has seen India from a very different lens as her parents. She is a progressive, modern woman of today, having ample
opportunities at her disposal. She has seen luxuries as necessities and is not dependent on her husband for her livelihood.
She can be called a talent mine indeed, her mind being sharper than her predecessors; she has a clear thought process and
is quite very communicative. She is socially networked and manages her time and finances much better than all the past
generations. She possesses certain characteristics as: (1) well educated and self-confident, enjoys multi-tasking, brings
tremendous passion to the workplace, seeks challenges, and (2) she is restless, incentive driven and they demands quick
results.
Now, this is the present generation, the generation of today. It is the entry of this present generation into India’s
workforce along with the globalization that spells new challenges for the HR managers. The present day HR managers
have to deal with the highly challenging situations of: How to motivate this so very aware generation to join and perform
at work?
The HR managers have to think of ways and measures of how to recruit and retain Sonia, having a sharp mind and who is
working not to earn the livelihood for her family, but just to enhance the high five figure income of her husband who is a
VP in a reputed IT company. So, money is not a motivator for her. Therefore, HR managers have to think of ways and
means to tap her talent that can be only done by providing her the work that further creates enthusiasm in her to work,
that promotes her passion, etc.
The HR has to fulfill their ambitions apart from professional growth. This may include personal, physical fitness, social,
environmental and even spiritual development. The HR needs to cater for all these expectations of employees. This can
be only be done through certain reforms or policy changes as study leaves, traveling with family, greater involvement in
corporate-social responsibility, and access to personal learning tools.
The myth need to be broken, that there is just one challenge, i.e. of recruiting this present generation. But it doesn’t stop
at just this. It becomes pertinent for the HR managers to come out of their comfort zones and become active business
partners. They are now expected to understand the business environment, in order to connect themselves with this new
generation of people.
The reason for this is that the present generation is now well informed and more demanding. HR manager are now
supposed to be clear on whom to recruit. HR managers are deemed to be redundant, if they do not begin to pro-actively
start thinking on these lines.
Present Day HR Challenges
Challenges, according to the dictionary, can be understood as questioning a statement and demanding an explanation
raise a formal objection. We also need to understand, that Challenge is a object of a hard situation that your opponent
wants to face you in a sort of game. It is a difficulty that bears within it an opportunity for development. Once we
triumph over a challenge we rise up to a higher level than before.
Human Resource is the set of individuals who make up the workforce of an organization, business sector or an economy.
People are the heart of any organization. When people feel the organization is responsive to their needs and supportive
of their goals, managers and leaders can, then, count on their followers’ commitment and loyalty.
The present environment faced by human resource is challenging one; changes are occurring rapidly across a wide range
of issues. Gone is the time when the organizations recognized the importance for competitiveness survival in the modern
era. They no longer think of leading edge products, cost effective processes, or in-demand services as the key ingredient
of success. But rather, the present day organizations have come higher up the level and started recognizing human
_________________________________________________________________________________________________
resources as an integral part to strategic decision-making. As Dave MacKay, Chief Operating Officer, Ceridian Canada
Ltd. puts in, “The business world is changing at bullet-train speed – technology, the global economy, increasing
regulatory scrutiny, the looming talent crisis, the recognition that mental illness is dramatically affecting the workplace.
All of these are having a huge impact on the HR profession.”
The role of Human Resource Department is important as it is not only responsible for smooth functioning of the entire
business but also deals with the most sensitive yet valuable resource of the company. Human Resource Management is
now no more limited to mere recruiting and managing people. The spotlight has now shifted from administrative
perspective to a more strategic outlook. Now the HR are more concerned towards improving the work environment and
plan out human resource needs.
Though it is a reflection of what is happening in the western context, the Indian work force and industrial climate is
changing. The following are some of the challenges that it faces in the present scenario.
1. Attracting the right talent

The first and foremost challenge that HR function in India faces is to convert the plentiful population into useful human
resource according to the requirements of the industry. Though the manpower is in abundance in India but recruitment
has become an adversely complex issue in the recent past due to the factors like diversity, changed employee
expectations, huge competition, misconception of the required skill sets, lack of practical orientation in the academics
and fake candidates. It poses a challenge for HR to formulate a standardized recruitment procedure with a professional
approach.
Another problem is the availability of the desirable workforce. India’s education system is lacking behind to produce the
workers to meet demands of industry players. May it be the fields of Information technology, Animation, Bio-technology
and so on. The industry feels these products as unemployable as they lack the required skill sets, and practical orientation
in the academics.
Thus, the subjects and curriculum taught in the schools and colleges needs to be updated. There is a requirement of
dialogue between Industry players and education system to know the expectations of the industry and produce an
employable graduate.
2. Retaining the best talents
It implies sustaining performance, productivity and development. The need of the hour is to retain the deserving
candidates in the light of certain points as:
 The working professionals now have the option to work anywhere in the world due to Globalization.
They now have highly lucrative opportunities to work.
 Activities like Poaching and cut-throat competition now exist. People have gained exposure and yearn
to aspire for more and more. This leads them to change loyalty and organizations very frequently,
specially in the IT sector.
 Contentment of a job is relative to each individual.
Hence, the organizations and HRM are posed with a challenge to retain these highly employable people. They are now to
consider:
 attractive and lucrative packages,
 support for the family needs like crèches,
 providing cross-functional training,
 job rotations,
 maintaining harmonious relations with them, providing excellent work environment and
 Offering more remuneration and perks than the competitors and motivating them have become
essential to retain these employees.
_________________________________________________________________________________________________
3. Handling Multicultural / Diverse Workforce
Diversity in workforce means differences in people. At times, it can be difficult, dealing with people belonging to
different age, gender, race, educational background, geographical background, income strata, marital status, religious
beliefs, parental status and on top of it, the work experience. It is also quite intricate to manage people with different set
of ideologies, views, lifestyles and psychology.
Also, with the advent of globalization Indian organizations are now hiring people from different countries, cultures and
ethnicity. To manage this diverse workforce also poses a great challenge. The organizations have to understand that they
are no more a “Melting Pot” in which everyone embraced the same culture and values. It is now the one where the
workforce is diverse each having their own set of abilities and expectations. They have different tastes and also like the
way they are, unique.
Therefore, the HR needs to be more effective in being a good communicator, flexible, responsive and definitely needs to
have a positive attitude. This all can only make the whole workforce work collectively for the attainment of the common
goal.
Diversity can become an asset or a liability to the HR and the organization, it just depends how they use it. Dr. R.
Toosevelt Thomas adds “An intelligent HR realizes that people’s differences can be their strength, if they combine their
skills, experiences and ideas while still valuing each others as individuals.”
HR is required to manage this diversity in most careful manner. It means addressing the needs of every segment and
enabling each individual to give out the best in him. It has to do the following:
 Raising awareness in employees,

 Teaching them about similarities and differences,
 Giving them skills to think and act differently.
Thus, if the HR does it right, the employees shall not feel prejudiced because of their differences.
4. Identifying Poor Performers

Poor performance is the failure of an employee to do his or her job, or to do it at an acceptable level. The following are
the situations faced in case of poor performers:
 They are a serious disappointments
 They have little or no confidence that they will do their jobs, and/or do them right.
 Their work needs to be redone or modified.
Therefore, it is a responsibility of the HR and any failure to address poor performers can have a significant long-term
impact on the team’s morale and the achievement of the organizational goals. This also sends a clear message to other
employees that they need not meet their performance expectations and they should not expect any consequence for their
unacceptable behavior.
Poor performance normally gets worse over time if a corrective action is not taken by HR. Taking action leads to a more
productive work environment on the part of the poor performer and also sets an example for the other co-workers.
In order to be called successful, HR itself has to manage poor performance else it might be called a poorly performing
manager itself.
Thus HR can take the following steps in this regard:

 Continuous monitoring and evaluation to identify any talent shortage or decline in productivity
 Frequent trainings should be provided to them.
 Make them become more innovative.
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 Follow the above points through strict training procedures, counseling and introducing high performance work
systems.
5. Conflict Management
Conflicts can arise at any stage in the organizational structure. It can be either the inter-functional conflict or employee-
employer conflict or employee-employee conflicts. Though earlier, it used to be only an employer employee conflict, but
now, with organizational restructuring becoming common in the past few years, disputes and friction between different
functions has been increasing.
HR needs to resolve this without hurting the feelings of any party. An ideal situation would be a total removal of these
conflicts from the organization, but this cannot be practically achieved. Therefore, HR has to at least minimize these
conflicts.
HR can tactfully do this by listening to each party, analyzing the whole situation, deciding and finally communicating
with them in a convincing manner in order to avoid future conflicts.
6. Managing Change
We all want to work in our old comfort zones. We do not want to change our ideology or way of working. Bringing a
change in organizational processes, systems, protocols and procedures, implementing them and then managing them is
one of the biggest concerns of HR. Managers. The present day business environment is so unpredictable with huge
amount of changes taking place so frequently, specially in case of technology. It is also leading to many interventions in
terms of restructuring, turnaround, mergers, downsizing, etc.
It is quite a thorny task for HR to train people in accordance with the upgraded technology and accept all such
interventions. The success rate of change depends how well HR is able to handle the change and manage people issues in
the process.
It also depends upon how well the organization responses to the changing external and internal environment. It is a huge
challenge for HR to influence the resisting forces with the organization, manage internal conflicts, motivate them to
embrace change and implement the changes.
7. Synergy with other departments

HR faces a challenge of maintaining cordial relations amongst the different departments. It has to adopt the Synergistic
approach with other internal departments for the peace and rest situations. Poor coordination hinders with the work flow
and also decreases the performance rate. Therefore, HR needs to pay a lot of attention to other departments as well.
8. Managing Globalization/Local competition

The present era is the era of globalization. HR has to cope with global issues needs with a proactive approach. The major
concerns are:
 uncertainty in global economy,
 recession,
 market turmoil etc.
Local competitors, also, cannot be ignored completely.
Thus, the HR is expected to study people management practices before implementing new global practices in the
organization. It has to first educate its workforce on how to leverage globalization and to take out the benefits from it.
The existing practices should be studied, analyzed and modified, rather than blindly thrusting new practices upon the
employees. The problem areas posing threat to work flow should be managed by developing a long term multifaceted
corporate strategy.
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9. Government policies/Labor laws
At times, strict Government policies interfere with the overall functioning of the organization. The organization’s
policies and practices have to be in strict accordance with the labor laws giving no room for any litigation. HR has to
keep in mind that its policies have to be “employee friendly”.Thus, it has to exercise Integrity and accountability.
10. Outsourcing HR Activities

HR is the most important department for any organization. Outsourcing HR activities reduces cost and time in most
instances. But, at the same time, it is also risky in the sense that it might dilute and compromise quality.
11. Dealing with Attrition

Attrition rate is alarmingly becoming high in India. Keeping a control on the attrition rate becomes pertinent in striking a
balance between the experienced hands and fresh talents. Talent loss due to attrition has a significant negative impact on
the organization. Thus, HR has to identify the causes and keep attrition to the minimum.
12. Developing leadership skills

It implies developing the right soft skills to give shape to the future leaders. In the present global economic and
competitive, volatile scenario, a skill set in the workforce is required that distinguishes them as team leaders.
Importance needs to be given to developing leadership at the organizational level. HR faces the challenge of developing
individuals who have performance potential on basis of past record and knowledge based expertise in to business leaders.
HR can do this by imparting them with the necessary "soft skills".
13. Developing work ethics

It would not be wrong to say that India has also got swayed away with the present scenario of high competition and
globalization. Employee morals and loyalty are being tested in a business’s day to the day functioning. HR faces the
challenge of re-instilling the cultural values, loyalty, respect for the weak and elderly in the workforce. There is a need to
infuse in them, qualities like empathy, assistance, soberness, team spirits, moral principles and attachment with the peer
group and the organization as a whole.
14. Developing Accountability

Along with individuals, the present day organizations in the modern India, have also got low tolerance levels for
mistakes, errors and delays. It is a challenge which HRM in India is facing like its global counterparts. But at the same
time, it is also difficult to train people to shoulder responsibility.
15. Managing workforce stress and employment relations

HR is the face of an organization. It plays a significant part in hiring and firing employees. Therefore, it has to show
empathy towards its workforce and maintain cordial employment relations. It has to take steps in the field of managing
stress in the employees by providing them with timely self management trainings and by providing incentives,
16. Managing Technological Changes

Most of the organizations in the country today are becoming hi-tech. HR has to perform the function of:
 educating the human resource about these changes,
 upgrading their knowledge and
 motivating them to learn, absorb and
 come out of their comfort zones is a great challenge faced by many organizations.
Preparing the work force to accept technological changes is a major challenge. Revolutionary changes are taking place in
sectors like banking, hospitality, service sector, etc. It is a big challenge to make IT and other technological changes
being acceptable to all in the organizations.
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17. Managing Knowledge Workers:
There is a unique group of people who is very competitive. It has the characteristics as:
 has higher educational qualifications,
 takes up responsibilities easily,
 has high bargaining power due to the knowledge and skills in hand.
There is certainly a high demand for such workers, known as knowledge workers. These are the technology savvy
people. There is a clear shift in terms of organization career commitment to individualized career management.
Managing this set of people is essential for the growth of any industry but especially the IT, BPOs and other knowledge
based sectors.
18. Competence of HR Managers

Finally, HR managers have an important role to play in the process of recruiting the best, managing the best and retaining
the best human capital. For this, the HR has to be competent enough to understand the business imperatives. There is a
need to develop competent HR professionals who are sound in HR management practices with strong business
knowledge.
Conclusion
These are just some of the changes and challenges being faced by the present HR. They are undoubly expected to
increase in the near future in depth and breadth. In the ever-changing, ever- transforming scenario of corporate India,
HRM function has become highly multifarious.
The present generation of employees prefers merit to experience, solidarity, anti-traditionalism, and high degree of
independence. Fun is the bloodline for them. They select the organization to work for, where they may find privileges
like liberty to choose work timings, fun at work, participation in decision making, trainings and development, etc.
Therefore, from Richa to Sonia, the frame of mind, values and ethics, attitude toward work and life and goals of an
average Indian have certainly undergone a big change. Although these changes do pose great challenges for an HR, but
the rate of excitement is also no less. These challenges can be effortlessly accepted and solved through innovative
solutions as mentioned in the paper.
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Innovative Talent Management Practices:
Challenge For Global Village
Deepti Sharma*
* Faculty, School of Commerce (SOC), Devi Ahilya Vishwavidyalaya, Indore (M.P.) India.
Arun Saxena**
** Faculty, Chameli Devi School of Management (CDSM), Indore (M.P.) India
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Abstract
"Talent Management", also known as “Human Capital Management” has become one of the most important
buzzwords in Corporate HR and training today. It has risen to the forefront as the central issue for today’s
organizations Worldwide. Organizations have been talking about the connection between great employees and
superior organizational performance for decades. This paper explores the magnitude of Talent Management
practices for organizations coping with economic downturns. It discusses the value of Talent Management
practices in low growth economy and outlines the aspects in terms of innovations into it. Successful Talent
Management is the key driver of Business performance; this is what explored in this paper on the basis of
Literature availed by Renowned personnel’s into the field.
Keywords : Talent Management, Economic downturn, Business Performance
Introduction
―Any company that competes on the global stage must, in light of today‘s changing workforce, rethink the way it
manages people.‖
-by DeAnne Aguirre, Laird Post, and Sylvia Ann Hewlett
The economic crisis has created a complex challenge for corporate leaders with respect to talent. They must stem the
leakage of the highest-quality people even as they reduce overhead. They must re-inspire employees and reinvigorate
morale. Most urgently, they must realign the company‘s talent practices with its strategic priorities — which, in many
cases, the recession will have forced them to refocus. And they must revamp their talent model to reflect changing
demographic trends; as companies begin to recruit and train people again, they will find a very different talent pool than
they have had in the past.
Analyst research has proven that organizations using this business strategy powered by Talent management innovative
practices exhibit higher performance than their competitors and the market in general. According to the McKinsey
Quarterly article ―Why multinationals struggle to manage talent‖, companies that have overcome this knowledge gap are
out-performing their competitors by as much as 40 percent higher profitability per employee. The Bersin & Associates
Talent Management Fact book cites 26 percent higher revenue per employee and 41 percent less turnover in high
performing staff.
Objective of the study
―Every talent management process in use today was developed half a century ago,. It is now time for a new model to be
developed, to better address the current environment.‖
- Addressed by to Professor Peter Cappelli, who is George W. Taylor Professor of Management, and Director, Center for
Human Resources at the Wharton School, University of Pennsylvania, in the seminar organized by Singapore
Management University‘s Office of Research and the Wharton -SMU Research Center.
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So is the aim of the study i.e. to throw light on the new innovations in the Talent Management aspect of HRM. The
purpose of this research study is to discover the answers revealing ground-breaking strategies need to be adopted by the
business organizations to beat the tough competition.
Need of the study

Too many companies are wasting their resources— their people and their financial leverage — by perpetuating outdated
approaches to talent management. They structure jobs rigidly, forcing many people to work a 9 a.m. to 5 p.m., Monday
through Friday, workweek. They focus their training on functional skills, not on aligning employees‘ capabilities with the
strategic objectives of the business. For leadership development and career advancement, they rely on long-standing
training courses that don‘t reflect the contributions that people can make in today‘s flat, flexible, and entrepreneurial
organizations. In short, the talent management in these companies is not arming them with the decisive, experienced,
globally minded visionaries that they need at every level. According to Culture Index
1. Almost a third of employees employed in their current job for less than 6 months are already job searching
2. Almost a third of executives who join organizations as an external hire miss expectations in the first 2 years
3. With 10% to 15% annual attrition, companies turn over upwards of 60% of their entire talent base within 4 years
To be sure, many executives are prone to postponing talent management innovation in the wake of the global economic
crisis. The crisis has added urgency to the talent problem; the commitment of employees is most needed in a crunch, and
that commitment is all too easy to lose. Surveys conducted by the Center for Work–Life Policy (CWLP) show that
between June 2007 and December 2008, the number of employees expressing loyalty to employers plunged from 95
percent to 39 percent. The number trusting their employers fell just as dramatically, from 79 percent to 22 percent over
the same time period. Surveys in mid-2009 continued to report similar disenchantment and mistrust. Another recent
study, published in the Academy of Management Journal, found that after a round of layoffs, voluntary attrition spikes by
as much as 31 percent, and precisely the wrong people — those who have the strongest track records and brightest
employment prospects even in a recession — are most likely to leave. Companies that react to the crisis with across-the-
board talent cuts are not just missing an opportunity to compete; they‘re making themselves weaker.
Research methodology
The data or this study has been collected from Secondary sources such as various publications of different bodies and
their subsidiary organizations; Technical and trade journals; Books, magazines and newspaper; Unpublished data of
researchers or organizations, Literature reviews of renowned persons in the field.
Review of the literature
In today‗s challenging business environment of going global and competition becoming intense, organizations have
mounting pressure to perform better than before. Over the years, creation and preservation of knowledge has become a
key tool in accelerating competitiveness and enhancing organizational capabilities to respond to market changes (Bryan,
2004), wherein employees skills and personalities are appropriately deployed to optimize performance, is a critical and
difficult task. Furthermore, identifying and developing executives who have leadership potential, like every other vital
strategic function, is a demanding process that is equal parts of Arts and Science (Judy Klein and Stephen A. Miles,
2003)
Today‗s businesses face increased global competition, shifting markets, and unforeseen events. No wonder they are
finding it more difficult than ever to attract, develop, and retain the skilled workers they need (McCauley & Wakefield,
2006) Talent management is ―a conscious and deliberate approach undertaken to attract, develop and retain people with
the aptitude and abilities to meet current and future organizational needs. (Derek Stokley)
Talent management, also known as Human Capital Management, is the process of recruiting, managing, assessing,
developing, and maintaining an organization‗s most important resource – i.e. its people (Bhatla, 2007). Talent
management initiatives must involve dialogue and engagement with business in order to hire, retain and develop the
talent that is needed to achieve the business goals. (HR Focus, 2008).
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An insight into the notion
Talent management refers to the anticipation of required human capital the organization needs at the time then setting a
plan to meet those needs. The process of attracting and retaining profitable employees, as it is increasingly more
competitive between firms and of strategic importance, has come to be known as "the war for talent."
Talent management is a term that emerged in the 1990s to incorporate developments in Human Resources Management
which placed more of an emphasis on the management of human resources or talent. The term was coined by David
Watkins of Softscape published in an article in 1998; however the connection between human resource development and
organizational effectiveness has been established since the 1970s. Talent management is part of the Evolution of Talent
Measurement Technologies.
The issue with many companies today is that their organizations put tremendous effort into attracting employees to their
company, but spend little time into retaining and developing talent. A talent management system must be worked into the
business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the
human resources department to attract and retain employees, but rather must be practiced at all levels of the organization.
The business strategy must include responsibilities for line managers to develop the skills of their immediate
subordinates. Companies that focus on developing their talent integrate plans and processes to track and manage their
employee talent, including the following:
 Sourcing, attracting, recruiting and onboarding qualified candidates with competitive backgrounds
 Managing and defining competitive salaries
 Training and development opportunities
 Performance management processes
 Retention programs
 Promotion and transitioning
Talent management is the proven practice of using interconnected human resources processes to provide a simple
fundamental benefit for any organization. An effective Talent Management Strategy is aligning people with corporate
and business unit goals, requires the manager of that entity to get inside the mind of the talent, understanding, knowing,
and then producing an environment for proper motivation. Managing talent is actually a very simple process. Once you
have the right person in the right job, management actually becomes a very easy process.
Organizations which wish to attract the best of talents and retain employees across all levels must have an integrated
approach to talent management. According to latest survey findings from Accenture High Performance Report, about
85% senior executives view talent management as a major competitive differentiator for attracting and retaining skilled
workforce and developing the highly talented leaders. Many Indian organizations have realized that it is the quality of
people which they employ, retain and develop will ensure their business profitability and provide them a competitive
advantage. Talent management is concerned with delivering business success by understanding what an organization
actually means by talent and how it can achieve the long term organizational goals. It aims at ensuring that the
organizations value natural talents and understand the obstructions to an effective performance.
Talent management strategies are holistic in nature and aim at supporting such practices which improve the
communication of goals and performance expectations across different levels in an organization. According to a report
from CIPD‘s 2006 learning and development survey, managing talent is not a very easy job and various factors influence
the talent management strategies and policies of an organization. The report equally highlights that about 74% of the
respondents did not have a properly conceived plan for management of talent. Some of the major strategic challenges to
talent management are:
 A rise in the trends of globalization in the labor market.

 An increase in the virtual workplaces.
 Diverse workforce in terms of age, race, etc.
 Educated workforce carries independent notions about their style of work and career path
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However, for many organizations talent management is a major strategic issue and they view it as a critical factor for
providing them with a competitive advantage in the competitive war for talent. Effective management of talent requires a
thorough diagnosis of the employee attitudes and also the organizational culture. The tools which help in attracting and
retaining the best of talent in an organization are pay, benefits, learning and development and a proper work environment
which can be group centric or individual and the benefits can be tangible or intangible.
A study from IBM found public companies that are more effective at talent management had higher percentages of
financial out performers than groups of similar sized companies with less Effective talent management. Similarly, a 2006
research study from McBassi & Co.5 revealed that high scorers in five categories of human capital management
(leadership practices, employee engagement, knowledge accountability, workforce organization, and learning capacity)
posted higher stock market returns and better safety records—two common business goals that are top of mind for
today‘s senior leadership.
Basic strategy for weathering an economic downturn involves focusing on your core business and strengths, reigning in
unnecessary costs and doing more with less. While many HR talent management processes are sometimes perceived as
"nice to have" practices, they're actually vital to your company's success. Since in many industries, the cost of labor is the
largest single business expense, learning how to properly manage your workforce and foster a culture of high
performance can be critical to survival. Research shows that companies who invest in talent management practices
consistently outperform their peers.
Nine Best Practices of Effective Talent Management proposed by Development Dimensions International (DDI) in its
white papers are:
1: Start with the end in mind—talent strategy must be tightly aligned with business strategy.
2: Talent management professionals need to move from a seat at the table to setting the table.
3: You must know what you‘re looking for—the role of Success Profiles.
4: The talent pipeline is only as strong as its weakest link.
5: Talent Management is not a democracy.
6: Potential, performance and readiness are not the same thing.
7: Talent management is all about putting the right people in the right jobs.
8: Talent management is more about the ―how‘s‖ than the ―what‘s.‖
9: Software does not equal talent management.
Every organization struggles hard to meet the global market competition for its success, and hence the War for Talent.
Creating enriching workplace experiences to attract and retain the high caliber is needed. Therefore, it is important for
organizations to moot retention as first priority and recruitment second place. There are several key practices to be
followed by organizations. They are as follows.
 Align Individual and Organizational Goals and Effectively Track Their Progress
While this is always an important talent management practice, it becomes critical in difficult economic times. Companies
need to make sure that their employees are all focused on contributing to the organization's success. You need to make
sure that everyone is working on the right things and that the organization is making progress on its goals. Think of it as
keeping everyone's "eyes on the prize". If sufficient progress is not being made, leaders need to take corrective action
immediately. Also your talent management system should allow you to quickly communicate changes in focus, priorities
or tactics, that impact organizational goals to everyone who has a linked individual goal. Relying on your organizational
hierarchy to ―cascade‖ details of a change just isn‘t reliable or efficient.
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 Conduct Regular Employee Reviews to Keep Employee Performance On Track
In tough financial times, many organizations are tempted to forgo their regular employee performance reviews, viewing
them as an expense that can easily be spared. They fail to both see and reap the tremendous value this performance
management process has to offer.
Performance appraisal is a critical opportunity for managers and employees to discuss performance highlights and
challenges, goals and competencies, and any development needs. With a well documented history of employee
performance, managers and HR can more easily make critical decisions about workforce restructuring and right-sizing
if/when needed. By consulting their "history" of performance appraisals, managers can more accurately identify high and
low performers, as well as employees with critical knowledge/experience/skills, and thereby know who they can afford to
lay off and who they can't.
 Provide Ongoing Feedback to Maximize Performance
Ongoing feedback helps everyone maximize their performance. It allows for quick corrective action when things start to
go off the rails, so managers and employees can address any issues while they are still small. Organizations may
include 360 degree feedback in their process to broaden the feedback that employees get. An automated talent
management system can make this simple and practical.
 Invest in Performance-based Development
An economic downturn makes it even more important for a company to be sure they are getting value from their
investment in employee development. The best way to start is to be sure you're offering the training that employees need.
One final talent management practice that is important for extracting value from your training is to measure the change or
improvement in employee performance that results from a learning intervention. A sustained improvement in employee
performance, as measured by your performance appraisal process, is a far truer measure of the effectiveness of your
training than any post training testing or evaluation.
 Identify and Reward High Performing Employees
Knowing the high performing and high potential employees are is always critical. While organizations may not be able to
reward them with salary increases, bonuses or other monetary rewards during an economic downturn, they can still
demonstrate their organizational commitment to them and recognize their contributions. Having a talent pool based
succession plan allows organizations to effectively identify top employees and reward them with development initiatives
that help advance their careers and prepare them for promotion.
 Have a Succession Plan
Employee turnover can happen at any time, even during an economic downturn. Organizations need to be prepared to
replace critical roles and competencies at all times. It's even more vital in a downturn, when a vacant leadership position
or shortage of critical talent could cripple organization or even prove fatal. A talent pool based succession plan,
challenges the organization to identify the critical skills and competencies it needs across the organization to succeed
over the long term, not just the leadership roles it may need to fill. It helps to identify and groom high-performing and
high-potential employees to fill these needs when they arise.
 Be as Efficient as Possible
We all know the saying "time is money". In an economic downturn, no organization can afford inefficient processes.
They need to save time and money wherever they can. Systems that automate talent management processes make these
processes more efficient and cost effective. Many companies realize an ROI on their investment in talent management
software in the very first year – often enough to more than cover the cost of the new system. They also usually see an
increase the quality and value of their processes, typically resulting in higher employee satisfaction and engagement.
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 Move Recruiting Online
Begin with a robust careers web site for a central source of candidate information that can be used by hiring managers
and the HR team. Smart screening automates ranking and skills assessments to select the most qualified candidates and
reduce time to hire. By creating candidate profiles, organizations can easily track everything from email correspondence
to interview results to job offers.
 Create a Pay-for-Performance Culture.
Using performance metrics, organizations can develop a pay-for-performance culture that rewards employees for meeting
key objectives and reduces turn over. They can use tools to assign compensation cycles that fit your budget and meet
your guidelines for merit and bonus allocation. Managers can distribute compensation to employees, submit plans for
approval, and complete these tasks in a more efficient and timely manner.
 Build a Leadership Pipeline.
Developing leaders with a shared vision can empower the workforce, whilst instilling organizational values and personal
accountability, by understanding the macroeconomic trends and role of emerging technologies. Identifying, engaging,
and retaining top performers and high potentials are all important activities to avoid business disruptions at critical
positions. A succession plan is the key to building a leadership pipeline. Build a talent pool from internal and external
sources by linking recruiting and succession planning processes. Then implement a retention strategy for top performers
and offer actionable career development paths.
 Public recognition is essential.
―In any organization or enterprise, a football team, a film, or a computer company, talent is a success determining force.
Talent knows this to be true, and if it is not appreciated, it walks. Organizations can show talent appreciation in many
ways. On an organizational level: Public recognition are essentials. Lots of research shows that talent is de-motivated
when it is not appreciated financially or given public credit for achievement.‖ (Weisinger)
 Develop a system of measure and use the data to make informed decisions.
―You cannot manage what you cannot measure. In order to improve Talent Management effectiveness, you need to
establish a system of record for talent assets that includes proven and reliable talent measurements related to successful
performance.‖ (Hauenstein)
―Go beyond automated processes to present line managers with reliable information in a format that supports evidence-
based decision-making. Information presented should help managers answer: Who are my top performers? Where do I
focus individual and group development efforts? Which of my top performers also possess high advancement potential?
Which of the high performing high potentials are ready now for a higher level of responsibility?‖ (Hauenstein)
 Mine your internal talent.
Why not develop the capability and skills necessary to assess talent in-house? This will help keep costs down in the
longer term and upskill talent or HR team.
―Every company has hidden gems of talent and untapped skills. Talent mining encourages employees to keep their talent
profiles up to date and helps companies identify people who have the skills they need regardless of current job or
location.‖ (Schroeder)
―You have to create opportunities for the talented to show their stuff. Focus on their interest: In their next performance
appraisal, ‗What would you like to do?‘ Their answer will help you learn how you can cultivate their talent.‖ (Weisinger)
 Invest dollars knowing that talent investments often come with a huge return.
―You can develop talent in many ways: providing challenging and interesting opportunities, training to further expertise.
It is expensive to develop talent, and here is where many organizations balk. It is not a coincidence, for example, that the
best college and professional sports teams have the best training facilities and that the best universities have the best
libraries. The best talents developers, in any area, perceive the ‗expense‘ as an investment with a huge return.‖
(Weisinger)
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 Course-correct as you implement your talent management program.
―From time to time, I‘ll wish I did things differently. I use this formula a lot: 1.Timeline: Did we adhere to start dates,
milestones, deadlines, and deliverables? Where and when were we ahead of schedule? 2. Roster: Who had responsibility
for which roles? What was outsourced? How did each person do? What did we learn? 3. Checklists: What supplies and
materials did we use? What did we need? What did we not need? 4. Risk assessment: What were the biggest risks we
took? Did we take enough risks? Were there surprises we did not anticipate? It helps me look for what I can enhance the
next time.‖ (Womack)
 Trust talent to succeed.
―Trusting talent to succeed means showing the talented people you have confidence in their capabilities by giving them
responsibility in the most important activities. Talented people find this to be motivating, and it increases their feelings
that they are valued, a crucial factor in their wanting to stay with the organization. When talented people fail, it is
essential to turn the failure into a learning experience, not a career setback. (Weisinger)
 Seize the opportunity to increase your profile and brand
While for many organizations the recession has led to recruitment freezes or reductions, it doesn‘t mean that you should
stop building your employer brand and reputation. Several organizations in this study are actively spending time now
increasing their profile as a preferred employer and strengthening their relationships with local talent so that they are in a
stronger position to acquire difficult-to-find talent when the upturn comes
 Where beneficial, acquire talent from other organizations
The first phase of the ‗War on Talent?‘ findings showed that 11% of 705 organizations were benefiting from recruiting
talent discarded by competitors. Some organizations in this study emphasize the benefits of a strategic approach to
recruiting such talent, particularly in areas of the business where they can make a big impact.
 Keep talent warm for the future
It is also important to keep talent warm for the future, particularly if they have difficult-to-find skills and experience.
Although there are many distractions related to the recession, it is more important than ever that talented employees
continue to perform as effectively as possible and are fully engaged and motivated.
 Use this period to streamline or improve the design of your talent schemes
For those organizations that have had to postpone or scale back talent management initiatives for an interim time, the
current period represents a perfect opportunity to review and develop the effectiveness of their current programme of
talent management activities.
 Maximize any available funding opportunities for skill development
Now is definitely the time to explore any opportunities available to gain funding for developing the skills of your
employees. Also ask for innovative business suggestions by talent pools. There could not be a better time to really
challenge your talented employees and use their ideas to improve business performance
 Focus on critical experiential-based learning
Not all development opportunities need to cost the earth; indeed, some of the most effective methods are relatively low or
no cost for organizations. Most of the organizations define Job Description to their employees very narrowly and they
have no access with others, which makes them boring and monotony in their work. If the organizations relax them for
some time and have exposure to innovative things, they will give rise to the increased output, as well as retention.
 Build a sense of community
Build a sense of community across talent pools and encourage them to learn, share ideas and network independently with
one another.
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 Mentoring:
A particular form of relationship is designed to provide personal and professional support and guidance to an individual,
wherein specific issues and ideas can be discussed and developed. Mentoring is required to a new employee, so that
organizations can avoid job hopping.
 Business Focus:
Organizations are linking key business initiatives with talent management principles to rapidly address new business
opportunities and challenges. After years of paying lip service to the concept, now they have realized that ―their
workforce is their greatest asset‖ . By increasing productivity and motivating workforce behavior, talent management
leads to higher levels of organizational performance.
 The Swift in Workforce:
Today‗s greatest challenge lies in aligning the right people with the right skills and identifying the competencies of the
workforce. Organizations need to forecast the current workforce and assist in enabling the execution of business plans
that manage the supply and demand of talent.
 True value of HR is Return on Investment (ROI):
ROI allows calculating of a payback period. It can be used to revolutionize and transform the human resource function in
order to bring more value throughout the organization. It also helps in comparison of one department returns with the
other department.
 Create Teams of Businesses with HR and IT employees
who ―own and manage the talent management processes. These teams stay engaged over a period of years to make sure
that the involved processes are refined, managed, measured and improved.
In current economic conditions, many companies have felt the need to cut expenses. This should be the ideal
environment to execute a talent management system as a means of optimizing the performance of each employee and the
organization. Selection offers are large return on investments. Job analysis and assessment validation help enhance the
predictive power of selection tools. However, within many companies the concept of human capital management has just
begun to develop. ―In fact, only 5 percent of organizations say they have a clear talent management strategy and
operational programs in place today.‖
As competition for critical talent heats up, organizations must rethink the actions they take to retain and attract talent. To
begin, they must identify the segments of the workforce that drive current and future growth. Then, they must focus on
the things that employees care about most: development in a way that stretches individual capabilities, deploying into
work that engages their heads and hearts, and connecting with the people who will help them achieve their objectives.
Demographers have long foreseen dramatic shifts that would affect the makeup, location, preparedness, and expectations
of every company‘s workforce. Now those trends are here, and many companies are unprepared. Combined with the
economic downturn, these shifts have created a perfect storm of workforce pressures on companies around the world.
Research conducted by Booz & Company and the CWLP — the parameters of an effective approach to global talent
innovation. As we‘ll see, this approach has four main priorities: differentiated capabilities, performance acceleration,
leadership development, and the fostering of a talent culture. Crafting an effective approach to talent management is as
challenging and complex as any other C-suite mandate. The global talent innovation model described here can move
companies beyond cookie-cutter best practices and standard tool kits. Each building block — differentiated capabilities,
performance acceleration, leadership development, and talent culture — is essential. All four elements work in concert
within the context of an organization‘s business strategy. Following this systematic approach, companies can move
beyond the best practices of their competitors to best-in-class innovation and performance. And that, in turn, will pay off
in sustained talent advantage on a global scale.
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A more appropriate, 21st-century talent model assumes a workforce that is global, diverse, and gender-balanced, with
discontinuous career progressions, in which high-potential employees may take time off or work for different types of
organizations along the way. Under this model, companies value functional and leadership skills, embrace new
employment structures (such as highly responsible part-time work), encourage virtual workplaces (in which people work
together across long distances, communicating electronically), and offer non monetary rewards alongside financial
rewards as a way to attract people. Family, community, and work are intertwined in a variety of ways, and the result is a
more flexible, dynamic, and unpredictable workplace in which people feels they are continually building their skills and
learning from the enterprise.
Conclusion
As we have seen, organizations are currently innovating around their talent strategies and, in particular, around their
talent development opportunities. Such creative practices seem to come to the fore in challenging circumstances and
when organizations and individuals have their backs to the wall. The real challenge for organizations is to retain this
energy and momentum around new ideas and creativity on a day-to-day basis and make this part of ‗business as usual.
Recommendations for developing a sustainable and creative approach to talent management for the organizations are
detailed below:
 Develop the abilities of your leaders and talent to lead in difficult times – this will also stand
them in good stead when business improves in the future.
 Consolidate the people management skills of your line managers to identify, assess and develop talent
effectively (such as performance management, giving feedback and having effective conversations, coaching
and engaging your people).
 Develop pivotal roles and opportunities for stretch assignments that are well supported.
 Maintain a proactive and consistent approach to performance management
 Simplify and embed talent management processes and anchor development to the needs of the business.
 Support and engage employees through the downturn – communicate what is happening and why, keep an ear to
the ground to gauge the general mood of employees and support the ‗survivors‘ of the business.
 Maintain momentum around your employer brand and, if not currently recruiting, keep talent warm for the
future.
 Think holistically and link organizational design, talent management and performance management and
engagement
References
1. Growing global executive talent: High priority, limited progress. (2008). Development Dimensions International
(DDI) in cooperation with The Economist Intelligence Unit. Pittsburgh, PA: Development Dimensions International.
2. Handfield-Jones, H., Michaels, E., & Axelrod, B. (2001, November/December). Talent management: A critical part
of every leader‘s job. Ivey Business Journal, 66 (2), 53-58 Howard, A. & Wellins, R. (2008).
3. Integrated talent management part 1: Understanding the opportunities for success. (2008 July).
4. Kaplan, R. & Norton, P. (2000). The strategy-focused organization. Boston: Harvard Business
School Press. See also: Blair, M. (1995). Ownership and control: Rethinking corporate governance
for the twenty-first century (Chapter 6). Washington, D.C.: Brookings Institution.
5. Rudis, E. (2007). CEO challenge: Perspectives and analysis 2007 edition. (R-1418-08-RR). New York: The
Conference Board.
6. Saba, J. & Martin, K. (2008 October).
7. http://www.cipd.co.uk/surveys
8. http://en.wikipedia.org/wiki/Talent_management
9. http://www.focus.com/questions/human-resources/talent-management-best-practices-what-are-your-3-tips-succes
10. http://www.halogensoftware.com/resources/reference-library/talent-management-during-downturn.php
11. http://www.hrotoday.com/Magazine.asp?artID=1693
12. www.ibm.com.
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13. http://knowledge.smu.edu.sg.
14. http://www.managementstudyguide.com/talent-management-practices-and-corporate-strategies.htm
15. www.mcbassi.com.
16. http://www.strategy-business.com/article/09304
17. http://www.taleo.com
18. http://www.taleo.com/researcharticle/what-talent management
19. http://www.workinfo.com/free/downloads/499.htm
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Competence Management System As A Competitive Advantage:
A Study of Indian Organizational Scenario
Anjali Pathania
A-23, new campus university of Jammu, Jammu
anjpat7@gmail.com
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Abstract
Human Resource in today’s world is considered as most valuable asset of any organization. Efforts are made to
manage this capital in most efficient manner because it is one of the major competitive advantage that all
organizations are in search of. The proverb QUALITY IS MORE IMPORTANT THAN QUANTITY is also
applicable in case of human resource, thus the need of today’s organization is acquisition and retention of
competent people who are highly skilled, knowledgeable with positive attitude to perform the tasks. Many
organizations today focus on competence management in order to face the challenges of human resource
management. Consequently recent versions of ERP systems provide modules for competence management namely
Competence Management System (CMS). It is an information system for storing, evaluating and reasoning about
competencies of Employees in the organizations. The system is based on a fine-grained representation of skills and
competence ontology. The system supports organization in planning the activities of their employees by
performing a gap analysis. The profiles of employees are based on HR-XML in order to enable an exchange of
data. Due to the sensibility of stored data it uses an encrypted XML data store. But still it is not being widely used
because of some unexplored and ignored facts. This paper highlights importance of CMS so that its knowledge
and usage can help organizations in managing their human resource more efficiently.
Keywords: Competence Management System, HR-XML
Introduction
Competence management is the systematic development of human resources in organizations and competence
management systems shall support this systematic development (Lindgren et al. 2004). We use the terms “competence”
or “skill” more or less interchangeable. For the term “competence” we see a small tendency of being a more complex
skill. In general, skills may be defined recursively. The basic knowledge assets to be represented are human skills
required for professional tasks (e.g. business process management, software development or other engineering tasks).
Skills are used to document a person’s capabilities and knowledge in a skill profile. We focus on engineering domains
and in the developed prototype more specific on information systems
This employee profile supports the following processes / tasks:
• An employee as well as administrator (HR Dept.) can use the profile to perform a gap analysis to investigate which
additional knowledge / capabilities should be gained to achieve some goal profiles
• The profile can be used for succession planning, performance appraisal
The skill-based representation of competencies can be used for other tasks, too. Other tasks could be to organize learning
groups, coaching and communities of practice. The central aim of our approach is to support the representation and
processing of skills. Skills are seen as knowledge representation formalism for which we have to build a meta-processor
supporting operations such as defining, evaluating, aggregating, distributing, matching and visualization of skills.
Given such knowledge representation formalism, two fundamental problems must be solved:
• The skill model and the described skills must be understood by all participating parties in the same way. This leads
to the usage of taxonomies or ontologies and a common exchange format.
• The evaluation of the strength of skills must be agreed on.
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CMS approach is as follows:
HR-XML, an international standard for exchanging data in the human resource domain, is used as a template for storing
profiles, job roles and skills. The description of skills is supported by ontologies. Skills are ordered hierarchically, but
moreover, additional relations describe constraints between skills supporting consistency mechanisms and operations.
For the evaluation of skills other information systems, certificates issued in courses and dedicated measurements are
used. Each human resource modeled (i.e. the employee (individual level in our case) owns his/her competency profile )
and HR Dept. To secure the privacy of the profile, it is encrypted with the employee’s private key. To allow the transfer
of certain parts of the profile to other personnel or to external companies, the decryption of these parts must be allowed
by the owner.
Related Work
Many researchers and organizations demand today to focus on competence management in order to solve problems in
human resource (HR) management. Consequently, recent versions of Enterprise Resource Planning (ERP) systems
provide modules for competency management. However, the supported functionality regarding pre-defined ontologies or
exchange formats is scarce (Krämer et al. 2005). Lindgren et al. (2004) made experimental investigations which features
a competence management system (CMS) in organizations should support. One of their interesting findings is that one
should distinguish past, present and future competencies in such a system. Moreover, they conclude that such a system
must be transparent to the humans that are modelled in the system, that the capturing of the competencies should be in
“real-time” by these humans and that also the interests of the modeled users are considered in decisions based on a CMS.
Gronau and Uslar (2004) describe the advantages of introducing such a CMS for enterprises and focus on problems and
requirements concerning content, technical factors and organizational change. There are many publications with a
generic classification into three to five types of skills, e.g. Tucker and Cofsky (1994) differentiate skills, knowledge, self-
concepts, traits and motives. There are only few references to detailed representations
Modeling Competencies
The term competency is derived from the Latin word “competere” which means “to be suitable”. In English language
there are two similar terms: competence and competency. Due to Wilson (1993) competence means both “a sufficient
amount to live on, to meet one’s needs” and “having legal or practical ability to perform.” Competency means the same
things but is less frequently used, except in educational argot, where competencies are the various skills pupils are to be
taught and teachers are to be prepared to teach. The competency concept was originally developed in Psychology
denoting an individuals’ ability to respond to demand placed on them by their environment. One differentiation is
between competencies of individual persons and those of organizations. A competency of an individual human is usually
defined as the required assets of an individual person to perform a certain task. This may be a programming task, a
project management, a talk or simply a decision in a certain context. Thus, a competence is goal-oriented.
Individual competencies may be grouped as follows (Tucker and Cofsky 1993):
• Skills: the demonstration of expertise (e.g., programming, the ability to make effective presentations, or to negotiate
successfully),
• Knowledge: information accumulated in a particular area of expertise (e.g., programming languages, statistics),
• Self-concepts: attitudes, values and self-image,
• Traits: a general disposition to behave in certain ways (e.g., flexibility), and • Motives: recurrent thoughts driving
behaviors (e.g., drive for achievement).
Describing competencies of an organization is motivated by the concept of core competences of Prahalad and Hamel
(1990). They demand the strategic planning of activities of the organization. Fletcher (2001) defines organizational
competency on the basis of “what does an organization need for future successes?” According to her competencies are
business led, measurable and fiat for purpose. Her model includes skills, knowledge, behaviour, task management
environment and customers. A practicing HR professional can understand competency, as the minimum requirement an
employee must comply with in order to deliver specific outcomes at a predefined standard. The competencies consist of
four components called knowledge, skill, attitude and capability. If competency is specified, it is necessary to know the
levels of competency such as
• Practical competency (an employee’s demonstrated ability to perform a set of tasks)

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• Foundational competency (an employee’s demonstrated understanding of what and why she/he is doing)
• Reflexive competency (an employee’s ability to integrate actions with the understanding of the action so that s/he
learns and adapts to the changes as and when they are required) and
• Applied competency (an employee’s demonstrated ability to perform a set of tasks with understanding and
reflexivity)
One general problem in knowledge management is that of trust. It is easy to claim a certain competency, but we need
mechanisms to check this assertion. We need independent assessors evaluating competencies. For measuring certain
theoretical competencies of humans, universities seem to be appropriate institutions. Grades for examinations and
courses may support the trust into a person’s competency. Moreover, past experience such as participating in a project
may improve the trust. Digital certificates can facilitate the trust evaluation. Another type of assessor may be a recruiter.
In any case, also the assessors must be evaluated.
Data Privacy
HR-XML document contains certain demographic data, contact information and the competencies that were modelled by
the employee. These XML documents were stored in an XML database. In this database XPath statements are used to
search for employees with certain attributes .With XUpdate profiles may be changed. However, to use a plain XML
database violates privacy and data security, because one employee may read the profiles of others.Beside to knowledge
representation it consider privacy of data represented in skills. The data stored about human skills is very sensible. The
profile of a person is private, but sometimes the person will be interested that knowledge is passed over to others (e.g., if
a person is looking for a new job). Usually it will be no problem if available skills of a candidate are passed to an
organization. If, however, evaluations of skills or the lack of skills is passed, this may be seen negatively by the human
resource. Sometimes it will be also not desired to pass information about certain “positive” skills, because the candidate
does not want to have a job where these skills are required. Thus, each person whose skills are stored must have full
control about which data is given to other parties.
Methodology
Action research was carried out to improve the processes related to human resource management by highlighting the
importance of competence management system as a competitive advantage. Exploratory research was also carried out
with help of questionnaires (low and middle level management) and interviews (top level management) in various Indian
companies (Reliance, HCL, HDFC) in order to find out what problems organizations are facing in its implementation.
Sample included 120 workers, managers and heads randomly drawn from various Indian companies.
Major Results
This paper highlights the advantages of competence management system to keep pace with the changing trends in the
area of HRM
 Transparent Recruitment process.

 Training need identification.
 Impartial Succession Planning.
 Performance Appraisal
It also focuses on challenges being faced by organizations in the implementation of competence management system
 Technical factors: Employees resist because of lack of knowledge about the system and consider it as
complicated affair (usage).
 Human Resource factors: Employees consider that competencies can not be stored and mapped and do not
have confidence in authenticity of this system.
 Lack of knowledge: Many people were not aware of the concept of CMS.
Research Limitations/Implications
The accuracy of the analysis is dependent on the accuracy of the data reported by selected organizations.
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 Practical implications:
 The result of this study would help the organizations to better understand Competence Management System and
to facilitate its adoption.
 It would also provide an insight to the organizations that what all areas they need to take care of so as to ensure
successful implementation of CMS.
 Social implications:
 Fair and partial recruitments, transfer, promotions will take place. So what will actually matter at last would be
CAPABILITY AND EFFORTS OF THE INDIVIDUAL.
 It will help in changing public trust and confidence towards the HR practices in organizations.
Originality/Value
This study is probably the first which offers a beneficial source of information to these organizations which are still
lacking behind when it comes to usage of Competence Management System as a competitive advantage.
Conclusions And Outlook
It has focused on an information system for representing and managing competencies of employees in organizations. The
system can be used to perform a gap analysis to detect which competencies are missing in an employee’s profile
compared to a given goal profile. The system can also be used to search for employees with certain competencies. The
competency profiles can be stored encrypted and access to sensible data can be controlled by its owners. It is a major
competitive advantage for organizations and Indian companies still have to explore and master this competitive edge.
Key References
1. Spencer, L., & Spencer, S. (1993). Competence at Work: Models for Superior Performance
2. Wood. R., & Payne, T. (1998). Competency-Based Recruitment and Selection.
3. Tucker and Cofsky, K. M. (1993) Critical Keys to Competency-Based Pay, Compensation & Benefits Review, Nov.-
Dec. . pp. 46-52.
4. Catano, V., Darr, M., & Campbell, C. (2007). Performance appraisal of behaviour-based competencies: A reliable
and valid procedure. Personnel Psychology, 60, 201-23
5. Jürgen Dorn, Markus Pichlmair, Vienna University of Technology, Institute of Information Systems- A Competence
Management System for Universities
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Astrology, Zodiacs and Leadership
Dr. Anuradha
Consultant, HDFC (HEADS), Hyderabad,
E-mail: ycannu@gmail.com
Prof. HSRK Iyer

Consultant, HDFC (HEADS), Hyderabad,
E-mail: ycannu@gmail.com
Malla Reddy
Collge of Engg & Tech, Hyderabad,
E-mail: arusrk@yahoo.co.in
Abstract
Organisations all over the world spend a lot of time, effort and resources both financial and human resource,
trying to select the right leaders for their respective job requirements. Be it Management Heads of Global
Corporate houses, IT Companies, Colleges, R& D Organisations etc, all are on the lookout for effective leaders.
Do they always get the desired result? On many occasions the leaders are not suited for the selected job, the
working environment is disturbed and sub-ordinates morale is affected, leading to under performance by the
organisation.
The proposed study will attempt to co-relate the leadership qualities of the desired candidate with birth date and
establish a relationship. The qualities of each astrological sign flavor the style of leadership a person displays
when they are in a position of authority. Every global executive, college Principal, every research team head,
every team leader was born under one of the twelve birth signs. Hence it will be an attempt worth the effort to
study whether these birth signs give hints about authentic styles of leadership for each sign. The birth signs lend
an instant understanding of talents a person can rely upon, the purpose and values they bring to their work, and
also bring out the negative influences to watch for that could create problems in work place.
If marriage proposals are finalized based on predictions based on birth signs and the couple normally lead a
harmonious life for long duration, why not this method of prediction based on birth date be tried out in selection
of leaders?
Checking birth sign ahead of a job interview might not seem so absurd if the evidence from such a study suggests
that when it comes to career path, the only key a leader will need is the astrological kind. Getting a pay rise or
promotion could be as simple as whether the sub-ordinate and the boss are destined to get along, and chances of
being sacked could be more to do with the alignment of the planets which leads to a person’s performance.
This is a concept aimed at attempting the usage of birth sign characteristics to match ideal working relationships
and selection of leaders based on the type of job. All workplaces have personality clashes and by the proposed
study, they could be reduced, prevented or easily solved just by understanding the fundamental characteristics of
each sign. A new selection tool may be derived for the benefit of HR Managers for personality profiling of
prospective candidates.
Key Words; Leadership, Effective Leaders, Styles, Astrology, Zodiac.
Parents looking for a match for their daughter prepare the horoscope very meticulously and match it with the prospective
groom’s horoscope to get maximum agreeable aspects Why do they do so even without seeing the boy or looking into
any other factors? Same is the situation when inaugurating a new show room or when moving in to a new house or
choosing the day to join a new job. On each of these occasions the day, zodiac sign, auspicious time etc are referred to
through an astrologer. The predicted aspect by the astrologer is believed and followed completely. Here lies the power
of astrology and Zodiacs. The prediction of the possibilities in the future through Astrology, if horoscope does not match
or if wrong day / time is chosen to move in to a new apartment etc can be considered as a type of science. Can this be
extended to Corporate heads, HR Heads, College administrators etc in choosing effective leaders in their organizations?
Will this add another dimension to the selection process? Proper analysis of past leaders and present leaders may possibly
lead to a definite trend. This paper is a concept presented towards generating a thought process for looking in to the
aspect of a possible relationship between leadership traits and astrological predictions.
_________________________________________________________________________________________________
Astrology can expose the hidden corners of the self and can equally make one understand another person. It can be used
to predict relationships, which is an essential aspect of leadership. Inter personnel relationship as predicted by Zodiacs for
long harmonious married life can be utilized for long relationship with a prospective employer. The prediction can be
used by both the leader and the employer. Hence astrology can be used as a tool for self assessment, judging relationships
and examining own potential. Our effort is to try and show to the world that astrology is not about fate or luck but is a
prediction of possibility like any normal existing statistical methods.
II. Literature review

A number of papers are available on topics closely related to the study, which will be of assistance to carry out the
present research. However, the idea of such a study being new there are no previous study work available which are
directly pertaining to the chosen topic. Related Thesis, Papers, Articles and study reports have to be analysed for this
purpose. The literature available are relating to the leadership styles which has been observed in College Principals, IT
Industry managers, Corporate leaders, Defence officers and R & D agencies. Literature is also available on horoscopes of
many world leaders. The papers highlight the leadership styles observed by the respective studies for an effective
administration and also the inter-personal styles required by efficient leaders in the chosen organisations. Previous study
reports are also available on factors like perception, motivation, Gender and age which has an impact on the style of
leadership. The present study will utilise the findings and conclusions of these study as the basis for choosing an
appropriate leadership styles of the various sub groups. The conclusion derived will then be related with the previous
finding and co-related with astrological predictions for all the groups chosen.
Brief extracts from a few of the closely relevant papers is given in the following paragraphs.
(a) Academic leaders Principals and sub-ordinates

In an organization, the associated efforts of many individuals are necessary. To a considerable degree, the actions of
human beings in society are determined by their association with formal organizations. Formal organizations have
leaders and purposes. Achievement of objectives, which have been set, depends upon the cooperative efforts of
individuals. Many times organizations have failed when either their leaders have been of low caliber, or there has been a
lack of cooperative effort among members, or the objectives have not been in conformity with what is essential and good
for society. Leadership style of Principals has broadly been defined in four dimensions – directive, supportive,
participative, and achievement-oriented.
“Instructional leadership,” for example, encourages a focus on improving the classroom practices of teachers as the
direction for the school. “Transformational leadership,” on the other hand, draws attention to a broader array of school
and classroom conditions that may need to be changed if learning is to improve.
The emphasis on principal as leader may have added a new dimension to the traditional distinction between the dual roles
of principal as educator and principal as administrator. A manager can be appointed. Leadership must be earned, even
after appointment to a managerial position. Leadership is not a position in an organisation, but an active, influencing
force. Leadership is not based on position or status, but on authority and prestige. Leadership may come from personal
enthusiasm, personal authority, credibility, knowledge, skill, or charisma; it is derived from influence that the leader has
on his followers. Accordingly, the principal holds the highest position in the school. The tone of the school is mainly
influenced by the behavior and personality of principal and it affects the attitude, climate, progress, cooperation, and
direction of efforts in the school. In fact, principal is the hub around which the educational activities revolve
(b) Defence forces

Although there is no agreement that one leadership style is uniquely the best or most effective, there is evidence that
those occupying leadership positions tend to share characteristics and preferences and restrict participation or put great
pressure upon those who are dissimilar.
Another observation is the extent to which leaders (a) behave democratically and allow subordinates to participate in
decision-making or (b) behave autocratically and discourage subordinates from participating in decision-making. This
dimension of democratic versus autocratic leadership (or the similar dimension of participative versus directive
leadership) follows from early experimental studies of leadership style in Military hierarchy.
(c )R & D Organisations
Participative style is observed in most R & D set ups. In high secrecy research organizations, leadership styles similar to
military leadership is also observed.
(d) IT Industry
Leadership is complex and deeply relevant to educational effectiveness. It has been heavily researched and research
publications have further increased up to today. Leaders with courage and vision make a great difference to their
organisations, whereas weak leaders cannot exploit the potential of talented subordinates nor contribute towards
_________________________________________________________________________________________________
institutional effectiveness. Successful leaders motivate their subordinate in such a way that they give a hundred percent to
achieve the ultimate objectives of the organization.
The greatest two single corporate leadership issues seen in organizations today are lack of trust and poor
communication.
(e) Gender based

Transformational leadership may be especially advantageous for women because it encompasses some behaviours that
are consistent with the female gender role’s demand for supportive, considerate behaviours. The transformational
repertoire, along with the contingent reward aspect of transactional leadership, may resolve some of the inconsistencies
between the demands of leadership roles and the female gender role and therefore allow women to excel as leaders.
III. Need of the study

Getting the right leader for the required job in the minimum time is the problem faced by industry, colleges and other
organisations today. HR heads all round the world have a daunting task in finding suitable leaders. Time, effort and
resources both financial and human resource, are spent trying to select the right leaders for their respective job
requirements. On many occasions though the organisation feels that they have the right man but proves otherwise over a
period of time. The sub-ordinates are not satisfied and the overall output gets affected.
An out of the box concept needs to be devised for overcoming this problem. This study is taken up with this in view and
evolving a new methods to find right person for right job, to avoid workplace conflicts, to save time, manpower, energy
and resource in recruitment process
The qualities of each astrological sign flavour the style of leadership a person displays and if a study is carried out to
confirm this relationship, it will benefit companies, organizations, colleges and HR heads to a great extent. The time,
effort and resources being expended in selecting the right leaders will be reduced very much. The final outcome of the
study is aimed at increasing the reliability and reducing the effort of global HR personnel in their selection process.Hence
the need for the study.
Iv. Objectives
1. The primary objective of the study is to co-relate leadership qualities of a person with astrological predictions.
2. To understand the fundamental characteristics of each birth sign
3. To understand the relationship between leadership style and birth signs of leaders in organsations in general
4. To correlate the leadership styles with birth signs in establishing a relationship between the two.
5. To study the reliability of selection process of organisations based on the birth sign predictions
V. Proposed research methodology

The first step in the research is to group the leaders in to Corporate managers, Academic heads, R & D team leaders,
Defence leaders and gender based leaders. The dominant leadership style of each group (4-5 groups) is then analysed
from previous literature. Appropriate instruments will be chosen for the styles that have been identified. Sample size of
15 – 20 leaders will be chosen randomly under each group. The instrument questionnaire will be send to them for getting
the response which will have their name and birth date.
Predicted leadership style for each month based on astrological literature will be also available. Based on the response
and the birth sign predicted data co-relation will be established between the birth date and leadership style of each
person. The findings of the study will lead to inferences and conclusion. Recommendation for further study also will be
made on the basis of the findings.
Vi. Conclusion
Success of any Organisation depends very much on how it is being led and the responsibility of leading rests with the
leaders at all levels. Finding the right leader for the required job in the minimum time is the problem faced by industry,
colleges and other organisations today. HR heads spend time, effort and resources both financial and human resource
trying to select the right leaders for their respective organisations. On many occasions though the organisation feels that
they have the right man but proves otherwise over a period of time and the organisation is affected.
This concept on co-relation study of leadership characteristics and astrology / zodiacs will definitely help the HR
managers to add a new dimension to the selection process. This study aims to develop an out of the box concept to
evolve a new methods to find right person for right job, to avoid workplace conflicts, to save time, manpower, energy
and resource in recruitment process
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References
1. Alan M. Barnett, Herbert W. Marsh, and Rhonda G. Craven What Type of School Leadership Satisfies Teachers? A
Mixed Method Approach to Teachers' Perceptions of Satisfaction
2. Eagly and Mary C Johannesen Schmidt 2001 Leadership Styles of Women and Men
3. Elbert Wade 2011 Are You A Leader or Follower? Your Horoscope Can Tell You.
4. Ellen Longo 2011 An Intro to Sun Signs and Leadership
5. Jan M. Lloyd 2006 Predicting Leadership Characteristics Associated With Student Leadership
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Entering the University.The Open Education Journal, 23-28
8. Karen M Wetherell 2002 Principal Leadership Style and Teacher Job satisfaction
9. Keith A. Rowland 2008 The Relationship of Principal Leadership and Teacher Morale
10. Komilla Sutton Nakshatra The Fixed Stars of Destiny
11. Komilla Sutton The 12 zodiacal signs: their meaning
12. Leonard Winegar 1977 The Impact Of Leadership Style On Motivation In Work Organizations
13. Martha J. M. Kelley, Lt Col 1997 Gender Difference And Leadership : A Study Alice H.
14. Michael Prifling Exploring Leadership Styles In software Development Projects
15. Michele Erina Doyle and Mark K. Smith 1999 An Introduction to Sun Signs and leadership
16. Nayyar Raza Zaidi , Riffat-un-Nisa Awan & Stephen Bigger 2008 Relationships Between Higher
Education Leaders and Subordinates in Pakistan: A Path-Goal Approach Bulletin of Education and
Research December, Vol. 30, No. 2 pp 29-44
17. Scott F. Donahue Lieutenant Colonel 2004 Assessing Leadership Potential For The Army”s Future Force
18. Yale Martin Zussman 1981 Leadership and the selection and training of corporate managers
19. http://www.astrobhriguvision.com
_________________________________________________________________________________________________
Do Workplace Comaraderie Help Managing The Stress?
A study on Educational institutions
Mrs. B. Lavanya
Assistant Professor
School of Management Studies
Chaitanya Bharathi Institute of Technology
______________________________________________________________________________________________
Abstract
In the present competitive and dynamic environment, individuals’ survival and success is a more challenging task.
Sometimes the incapability of the employees to overcome the stress makes the huddles, co-passenger in the work
life journey. Stress is generated from individual, group and organizational sources. Not only in corporate
organizations, even in educational institutions, lack of social support from colleagues and poor interpersonal
relations, can cause considerable stress, especially among employees with high social needs. From previous
research, it was found that one of the coping strategies for stress is ‘Workplace Camaraderie’. Camaraderie is the
spirit of familiarity and trust existing between friends. The current study was conducted: to study the employee
perception towards the impact of workplace relations on stress in educational institutes; to investigate what
aspects of workplace relations cause stress on an individual in the organization; to identify organizational factors
that contributes to workplace camaraderie; and to investigate how workplace relations overcome stress in
educational institutions. For the purpose of the study questionnaire was distributed to 76 employees working in
educational institutions. A convenient sample is selected based on convenience, interest and availability of the
employees. Statistical tools like percentage method, Chi-square analysis and means were used for the data
analysis. The study revealed that employees perceived ‘Aloofness and lack of social support’ is a stressor and
Promotion of Workplace Camaraderie helps to manage stress. Support from superior, colleagues and
subordinates are one among the most influencing factors to maintain good workplace camaraderie (relations).
Key Words: Work place, camaraderie, stress, interpersonal relations, educational institution
1. Introduction
Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to
what he or she desires for which the outcome is perceived to be both uncertain and important (Stephen Robbins. P,
1996). In many organizations, stress has become a major buzzword and legitimate concern of recent times. Stress can
cause all kinds of business issues and concerns in an organization and educational institutions are not an exception to
this. When it is observed that over last two decades the transformation that has been taking place worldwide at higher
educational institutions has resulted in significant changes in the nature of work at the institutions and there is increase
stress on the staff. A host of factors cause stress. The factors that cause stress in an individual are called ‗Stressors‘. It
has been indentified that poor workplace relations are one of Organizational Stressors. Ultimately morale and profits get
hurt in the organization if this issue is left unaddressed. Work place camaraderie is one of the ways to cope up with the
organizational stress. Camaraderie is the spirit of familiarity and trust existing between friends. In meeting personal and
group needs, and in regulating worker behavior constructively, the informal organization can be very helpful to the
formal manager. An Organization may not find always the ways to manage workplace stress by making huge changes or
rethinking career ambitions, but rather it can focus on improving the Camaraderie among its subjects. The process of
unburdening oneself makes the individual feel relaxed and free from stress.
2. Literature Review
Stress is an adaptive response to an external situation that results in physical, psychological, and/or behavioral deviations
for organizational participants. Concern about the impact of stress on people has its roots in medicine and specifically in
_________________________________________________________________________________________________
the pioneering work of Hans Selye, the recognized father of stress studies. In his search for a new sex harmone, he
serendipitously discovered that tissue damage is a non specific response to virtually all noxio stimuli. He called this
phenomenon the General Adaptation Syndrome (GAS), and about a decade later he introduced the term ―Stress‖ in his
writing (Fred Luthans, 2005). Individual, Organizational and Environmental stressors affect potential stress, which
ultimately leads to actual stress. Intra-organizational stress arises from individual groups and organizational factors. Extra
organizational factors relate to environment of the organization (Sarma, .V. S. Velluri, 2010). When stress is experienced
by an individual, its symptoms can surface as physiological, psychological and behavioural outcomes. Variables like
individual perception, job experience, social support, belief in locus of control and hostility differentiates people in terms
of their ability to handle stress. Social support acts as a palliative, mitigating the negative effects of even high-strain jobs
(Stephen P. Robbins, 1996). Lack of group cohesiveness and social support from members is important for the
satisfaction of individuals in a group interaction. When they are denied the opportunity for this it becomes very stressing
for them as they get negative reaction from group members (Prasad, L. M. 2005). One of the methods for managing
stress is to develop and maintain support groups. Supportive family and friends can help people deal with normal stress
an on ongoing basis (Gregory Moorhead, Ricky W. Griffin, 2005).
Teacher stress is defined by Kyriacou (1987) as ―the experience by a teacher of unpleasant emotions, such as tension,
frustration, anxiety, anger, and depression, resulting from aspects of work as a teacher‖ (p. 146). Job Control, Resources,
Communication and Work Relationships were found to be problematic stressors that mainly influenced organizational
commitment (Mostert, F. F, Rothmann, S., Mostert, S & Nell, K. 2008). Teaching is the most stressful occupations out of
26 other occupations. Office/workplace is where one spends many hours of life, so getting along and working
productively with colleagues is very important. Unfortunately, many employees experience stress because team members
argue, give each other the silent treatment or allow one person to do all the work (Johnson, S., Cooper, C., Cartwright, S.,
Donald, I., Taylor, P. & Millet, C. (2006). Low levels of social support are associated with psychological distress.
Teachers employed far away from home and family, opportunities for group interaction can offer much-needed
assistance. A network of groups—both social and professional—can support teachers in coping with acculturation (Zoe
Ann Brown and Denise L. Uehara)
Lack of social support from colleagues and poor interpersonal relations can cause considerable stress, especially among
employees with high social needs. Excessive rules and lack of participation in decision making affects an employee.
Group stressors like lack of social support affect the employee performance. By sharing their problems and joys with
others, they may better off (Aswathappa, K. 1997).Successful supervision means getting work done through people.
Personal relationship is the key to successful supervision. All levels of supervision should be taught Human Relations
(Thomas, W. Harell, 1964). In meeting personal and group needs, and in regulating worker behavior constructively, the
informal organization can be very helpful to the formal manager. The supervisor tries to achieve high productivity and
high morale by building up a smooth work team. He does so by selecting his work team on the basis of friendship, so that
co-operation and morale may be improved. i.e., he recognizes the significance of the friendship pattern in getting work
done (Mamoria, C. B, 1996).
Camaraderie is one of the ways the needs of workers are congruent with the needs of the organization. Research and
everyday observation repeatedly demonstrate the strong relationship between teamwork and organization success. A
sense of camaraderie and positive morale can be an important force in a workplace- a satisfied workplace reduces
employee turnover and absenteeism and improves a company‘s bottom line. However, a few basic factors like poor
leadership, remuneration and benefits, high turnover and conflict can adversely affect the morale of a company‘s
employees (Forest Time, Demand Media, http://smallbusiness.chron.com.html) It's proven that in a business, big or
small, having each member feel uniquely vital to the organization, and who have friends within the organization, not only
reduces turnover but also increases production and profitability (Nick Morris, www.ideamarketers.com). Firms that rank
high on the consulting and research group's lists of great employers have three traits in common: employee trust in
management, pride in the company and camaraderie with colleagues (Laura Petrecca, www.usatoday.com).
3. Purpose of The Sttudy
Stress is a common complaint of workers worldwide and the individuals who work with Educational institutions are no
exception to this. Although a limited amount of stress may benefit an employee‘s performance, but from the individual‘s
stand point, even low levels of stress are likely to be perceived as undesirable. Even in educational institutions, lack of
proper group dynamics renders their own contribution to organizational stress. It has been identified that one of the
methods for managing stress is to develop and maintain good workplace relations and encourage workplace camaraderie.
_________________________________________________________________________________________________
Workplace relationships motivate employees to put in an honest day‘s work which in turn increases the employee
productivity leading to organizational success. Thus the present study was intended to understand the role of workplace
Camaraderie in managing the stress.
4. Objectives of The Study

The objectives of the study are as follows:
1. To study the employee perception towards the Impact of workplace relations on stress in Educational
institutions.
2. To investigate what aspects of workplace relations cause stress on an individual in the organization.
3. To identify organizational factors that contributes to Workplace Camaraderie.
4. To examine the relationship between the workplace Camaraderie and the stress.
5. Methodology
For the purpose of the study, questionnaire has been used as a major source of data. Primary data for the study is
collected from the Employees (faculty) working with engineering colleges in Hyderabad who represented the
respondents of the study. Secondary data sources include texts, journals, magazines, newspaper and websites. The
questionnaire consists of three sections. Section –A: contained questions related to employee perception towards the
‗Impact of workplace relations on stress‘. Section-B: involves questions related to the aspects of workplace that cause
stress in individual and finally Section-C: consists of questions relates to the relationship between the workplace
camaraderie and the stress. The questionnaire was administered to sample of 100 employees working in educational
institutions based upon their convenience, interest levels and availability. Out of 100 questionnaire 76 are used for the
analysis as others are either unfilled are partly filled in questionnaires. The relevant quantitative techniques such as
analysis of average Mean scores, Chi-square analysis and percentage analysis are adopted for gaining insight in to the
study.
6. Results And Discussions

This paper has made an attempt to study the relationship between Workplace Camaraderie and stress in Educational
institutions. The results of the study are summarized in three tables: Table-1 shows the employee perception towards the
Impact of workplace relations on stress in Educational institutions with corresponding Mean values. Table-2 shows the
Mean values for the aspects of workplace relations that cause stress on individuals and Table -3 shows the organizational
factors that contributes to Workplace Camaraderie.
6.1. Employee perception towards the Impact of workplace relations on stress in Educational institutions:
Employees were asked to express their opinion towards impact of workplace relations on stress. In order to get the
responses, questionnaire consisted of four statements on five point Likert scale as follows: 1- strongly disagree,2 -
disagree,3 -neither or nor, 4 - agree and 5- strongly agree. Based upon the responses under the study, mean values were
calculated. The results are depicted in table-1.
Table-1: Mean values of Employee perception towards Impact of workplace relations on stress
Statements Mean Value
1. Aloofness and lack of social support is a stressor 4.15
2. Democratic and Participative management helps to manage stress. 3.63
3. Promotion of Workplace Camaraderie helps to manage stress. 4.02
4. Lack of group cohesiveness becomes very stressing for an employee. 3.89
_________________________________________________________________________________________________
It is observed from Table-1, that the mean value for the first statement is observed to be 4.15 implying that the employees
agree that aloofness and lack of social support is stressor. The mean value of 4.02 for statement conveys that the
employees agree that the promotion of workplace camaraderie helps to manage stress. As the mean value for the fourth
statement is 3.89 it can be inferred that the employees perceive lack of group cohesiveness becomes very stressing for
them. The mean value of 3.63 conveys that employees agree that democratic and participative management helps to
manage stress. It can be inferred that aloofness and lack of social support is a stressor among other factors; and
promotion of workplace camaraderie can help to manage stress.
6.2. Aspects of Workplace Relations that cause Stress on Individuals: To identify the aspects of workplace relations
that causes stress, ten questions were framed based on five-point scale (1- Never, 2- Rare, 3- Sometimes, 4- Often and 5-
Very Often), a average score of 3 and around indicate a moderate value on the aspect of Workplace relations, while
around 5 and 1 indicates a significant value to the employees and insignificant value to the employees on the aspects of
workplace relations that cause stress on an individual. The responses are summarized in table-2.
Table-2: Stressors relating to Workplace Relations and Mean values.
Aspects of Workplace relations Mean values

Aggressive Management Style 2.42
Lack of support from others 2.57
Isolation at work 2.52
Aversive behaviour ( Harassment) 2.34
Lack of Understanding 2.73

Lack of Effective Leadership 2.86
Manager forever finding fault 2.65
Others take credit for personal achievement 2.73
Poor relations with colleagues 2.81
Miscommunication 2.68
The identified stressors related to Workplace relations in Educational institutions are Aggressive Management Style,
Lack of support from others, Isolation at work, Aversive behaviour ( Harassment), Lack of Understanding, Lack of
Effective Leadership, Manager forever finding fault, Others take credit for personal achievement, Poor relations with
colleagues and Miscommunication. Based upon the responses (table-2) under the study, mean value of the each stressor
is calculated. Lack of Effective Leadership (Mean value 2.86) ranks the top most factors leading to stress. This is
followed by poor relations with colleagues (2.81). On the other side employee feel that Aggressive Management Style
(2.42) and Aversive behaviour (Harassment) (2.34) are less valuable than other aspects of workplace relations that cause
stress on an individual in Educational institutions. It is also observed from the Table-2 that the other stressors have mean
values around 2.5 indicating that all these factors are causing stress sometimes. The mean values are as follows: Others
take credit for personal achievement and Lack of Understanding (2.73), Miscommunication (2.68), Manager forever
finding fault (2.65), Lack of support from others (2.57) and Isolation at work (2.52).
_________________________________________________________________________________________________
Aggressive Management Style
3
Lack of support from others
2.5 Isolation at work
Aversive behaviour ( Harassment)

2
Lack of Understanding
1.5 Lack of Effective Leadership
Manager forever finding fault

1
Others take credit for personal
achievement
0.5 Poor relations with colleagues
Miscommunication
0
Figure 1: Workplace stressors in Educational institutions.
From the fig-1, it is clear that among the stressors, lack of support and superior forever finding fault are found to be the
major factors causing stress. Management style and aversive behavior are considered as having low impact compared to
other factors. This indicates that the management style can be implemented based on the type of workers and their
enthusiasm levels, while support from peers and superiors is essential for contributing towards the organization.
6.3. Organizational factors that contribute to Workplace Camaraderie

Support from supervisors, colleagues, team members, supporting staff about work practices that would minimise work
related problems affecting personal relationships, including friends, as well as partners, in work social events and
manager‘s awareness of how work practices impact on relationships are identified as the aspects of workplace that
contribute to workplace wamaraderie. Respondents are asked whether these factors helped them to manage stress in the
organization. The responses thus obtained are summarized in the Table-3.
Table-3: Organizational factors that contribute to Workplace Camaraderie
Aspects of Workplace relations % of respondents Total Rank

Yes No
Support from supervisor 84 16 100 2
Support from colleagues 95 5 100 1

Support from team members 84 16 100 2
Consulting staff about work practices that would minimise work 62 14 100 6
related problems affecting personal relationships
Including friends, as well as partners, in work social events 79 21 100 4
My Superior‘s awareness of how work practices impact on 68 32 100 5
relationships
Based on the highest score for each factor the ranks are given. It is observed from the Table-3 that majority of
respondents have said ‗yes‘ implying that all the factors identified relating to Workplace Camaraderie help them
_________________________________________________________________________________________________
managing the stress in the organization. It is also observed from table that Social support helps them a lot in managing
the stress along with the other ways that Organization would take up to cope up with the Workplace stress.
A hypothesis is framed to identify if Workplace Camaraderie help managing the stress. Chi-square test has been
conducted to test the hypothesis.
The null hypothesis is that the Workplace Camaraderie does not help managing the stress in the Educational institutions.
The calculated value of Chi-square (18.927) is more than the table value (11.1). The null hypothesis is rejected. Hence
the Workplace Camaraderie helps managing the stress in educational institutions.
7. Findings and Conclusion

From the study ―Do Workplace Camaraderie helps managing the stress‖ it was found that employees in educational
institutions perceive that aloofness and lack of social support is a stressor in the Organization and they agree that
promotion of Workplace Camaraderie helps managing the stress. Lack of effective leadership, poor relations with
colleagues and others take credit for personal achievement are main aspects of workplace relations that are causing stress
in the individuals of the Organization. The study also revealed that social support at workplace play a vital role in
managing the stress and employees in Educational institutions feel that Organizations can conduct social events that
promotes Workplace Camaraderie. Thus from the study it can be concluded that Workplace Camaraderie helps an
individual in managing the stress in the Educational institutions.
Table-4: Calculation of Chi-square value

Aspects of Workplace relations Percentage of respondents Total
Yes No
Support from supervisor 64 12 76
Support from colleagues 72 4 76
Support from team members 64 12 76
Consulting staff about work practices that would minimise

62 14 76
work related problems affecting personal relationships
Including friends, as well as partners, in work social events 60 16 76
My superior‘s awareness of how work practices impact on

relationships 52 24 76
Total
374 82 456
Solution: The null hypothesis is that the Workplace Camaraderie does not help managing the stress in the Educational
institutions.
The expected * cell frequencies are computed by using the formula
Eij= RiCj/N: Where Ri is the total of the frequencies in each row and that of column Cj and N= Total no of observations.
The table of expected frequencies is as follows:
62.3 62.3 62.3 62.3 62.3 62.3 374

13.6 13.6 13.6 13.6 13.6 13.6 82
76 76 76 76 76 76 456
_________________________________________________________________________________________________
Observed Frequency- Expected Frequency-E (O-E)² (O-E)² /E
O
64 62.3 2.89 0.046
12 13.6 2.56 0.188

72 62.3 94.09 1.510
4 13.6 92.16 6.776
64 62.3 2.89 0.046
12 13.6 2.56 0.188
62 62.3 0.09 0.001
14 13.6 0.16 0.011
60 62.3 5.29 0.084
16 13.6 5.76 0.423
52 62.3 106.09 1.702
24 13.6 108.16 7.952
∑(O-E)² /E 18.927
s
Chi-square value = ∑ (O-E) ² /E = 18.92
√ =(r-1) (c-1) = (6-1) (2-1) = 5
For √=22 Chi-square value at 5% significance = 11.1
The calculated value of Chi-square is more than the table value. The null hypothesis is rejected. Hence the Workplace
Camaraderie helps the stress.
References
 Aswathappa, K. (1997). Human resources management and Personnel Management. Tata McGraw-Hill.
 Fred Luthans, (2005). Organizational Behavior. McGraw-Hill.
 Gregory Moorhead, Ricky W. Giffin, (2005). Organizational Behavior. Biztantra.
 Mamoria, C. B, (1996). Personnel Management. Himalaya Publishing House.
 Prasad, L. M, (2005). Organizational Behavior. Sultan Chand & Sons. Educational Publishers.
 Sarma, V. S. Veluri, (2010). Organizational Behavior. JAICO Publishing House.
 Stephen, P. Robbins, (2008). Organizational Behavior. Prentice Hall of India.
 Thomas, W. Harell, (1996). Personnel Management. Oxford and IBH Publishing CO.PVT.LTD.
 Forest Time, Demand Media. What Can Kill Camaraderie & Morale at a Workplace?‖
http://smallbusiness.chron.com.html
 Johnson, S., Cooper, C., Cartwright, S., Donald, I., Taylor, P. & Millet, C. (2006).The experience of work
related stress across occupations. Journal of Managerial Psychology, 20, 178-187.
 Laura Petrecca,‖ At best places to work, trust, pride and camaraderie overshadow pay‖.
 http://www.usatoday.com
 Mostert, F. F, Rothmann, S., Mostert, S & Nell, K. (2008) Outcomes of occupational stress in a higher education
institution. Southern African Business Review Volume 12 Number 3
 Nick Morris, ―Challenge Coins Encourage Camaraderie in the Modern Workplace‖.
http://www.ideamarketers.com.
 Kyriacou, C. (1987). Teacher stress and burnout: An international review. Educational Research, 29, 89-96.
 Zoe Ann Brown and Denise L. Uehara, ―Coping with Teacher Stress: A Research Synthesis for Pacific
Educators. http://www .prel.org/products/Products/Coping-teacherStress.htm
_________________________________________________________________________________________________
Talent Retention A Key Towards Success –
An ICICI Prudential Way
Mrs. Prajakta S Kalamkar
Assistant Prof. – SGI –Atigre
prajakta_kalamkar@yahoo.com
preeti_k7082@yahoo.co.in
_________________________________________________________________________________
Abstract
Organisations today give a lot of attention to their employees, as the current business environment is very
competitive. HRM plays a very important role in matching the goals of employees with the organization goals.
Service industry has gained importance and is growing at a steady pace in the current economy. It has become
important for the firms today who are engaged in the service sector to deploy strategies to retain the best talents
of the industry and keep their employees motivated and productive. This has resulted in the paradigm shift in
the way firms view their employees as not just resources but adopt an “Employee-Centric” approach.
India’s insurance industry has moved into competitive and exciting times with the arrival of private players in the
market. Talent retention has become very essential as this industry is facing high attrition rate due to cutthroat
competition. The paper explores about the importance of the talent retention and various strategies adopted by
the company to survive in the today’s competitive world.
“Survival of the Fittest” are the words of Darwin, companies who are in the field try hard to survive by sustaining
key talents as it is a key towards success.
Key words: Retention, Retention strategies, competition, Insurance
Introduction :
Insurance Sector:
Life Insurance is one of the most popular savings/investment vehicle and India is one of the best markets to be in. Over
75 per cent of its vast population has no insurance. Privatisation of Insurance sector in 1999 was the resultant outcome of
under insurance which is there in India. Top Global players such as AIG, Allianz, Aviva, ING, MetLife, New York Life,
Prudential, Standard life and Sun Life are here in joint ventures with eminent Indian companies such as Tata, Birla,
HDFC, Kotak and ICICI, among others . India‟s insurance industry has moved into competitive and exciting times with
the arrival of private players in the market.
ICICI Prudential Profile :
Among these players a very renowned name is ICICI Prudential Life Insurance Company Ltd. ICICI Prudential Life
Insurance Company is a joint venture between ICICI Bank, India's foremost financial services companies, and Prudential
plc, a leading international financial services group headquartered in the United Kingdom. While ICICI retains 74% stake
in the joint venture, Prudential plc has the remaining 26% stake. ICICI Prudential began its operations in December
2000. Today, this company has over 1,900 branches (inclusive of 1,074 micro-offices), over 210,000 advisors and 6
branch assurance partners. ICICI Prudential Life Insurance Company is the first life insurer in India that received a
National Insurer Financial Strength rating of AAA (Ind) from Fitch ratings. ICICI Prudential has been voted as India's
Most Trusted Private Life Insurer for three consecutive years.
Employee Retention:
Effective employee retention is a systematic effort by employers to create and foster environment that encourages current
employees to remain employed by having policies and practices in place that address their diverse needs. A strong
retention strategy becomes a powerful recruitment tool. Retention of key employees is critical to the long term health and
success of any organization.
_________________________________________________________________________________________________
In an intensely competitive environment, where HR managers are poaching for each other, organization can either hold
on to their employee tight or lose them to competition.
As the sector has many players, there are lot of opportunities for the employees to switch from one company to other. It
is very essential for the company to formulate good HR policies and strategies to retain its key employees as it ensures
customer satisfaction, increase product sales and satisfied colleagues.
Importance of employee retention:
 Saving in turnover Cost :-

The cost of employee turnover adds hundreds of thousands of money to a company‟s expenses. While it is difficult to
fully calculate the cost of turnover(includes hiring costs, training cost and productivity loss), industry experts often quote
25% of the average employee salary as conservative estimate. If the employee is retained lot of saving is done in regards
of turnover cost.
 Reduction in the loss of company knowledge :-
Key employees as they are important, knows many secrets of the organization. If they switch they may take away
valuable knowledge about the company, customer current projects and past history ( sometimes to competition). If
retained can save leaking of valuable knowledge.
 Increase in the Goodwill of the company:-
The goodwill of a company is maintained when the attrition rates are too low. Higher retention rates motivate potential
employees to join the organization.
 Reduction in training cost:-
Training cost is also one of the major company‟s expense. If the efforts are taken to retain employees this cost can be
minimized.
 Long lasting Customer Service :-
Customers and clients do business with a company with a bonding as relationship is build with the employee of the
organization. Retention of employees will have long lasting relationship and continued business without interruption.
Reasons for employee leaving organizations :

 Mismatch of Job and Person
 No Growth opportunities
 Lack of appreciation
 Lack of trust and support by peer groups, subordinates and superiors
 Stress from overwork and work life imbalance
 Compenstation
 Opportunities outside
Retention involves three major things:
Support
Growth
Compensation
Retention
_________________________________________________________________________________________________
•Basic wages, HRA,DA,C.C.A, Bonus,Economic benefits(LTA,PH), Long term
Compensation incentives, Health Insurance,Retirement Benefits,Miscelleneous
•Feedback, recognition and rewards, Counselling,Emotional support.

Support
•Work profile,Personal growth and Dreams, training and development

Growth
Statement of Problem :-
Retention is the major concerning issue in many of the organizations today. Corporates are facing lot of problems
regarding retaining key employees. Hiring knowledgeable people for the job is essential for an employer. But retention is
even more important than hiring. There is no dearth of opportunities for a talented person. He may switch to some other
more suitable job if he is not satisfied.
The top organization is on the top because they value their employees and they know how to keep them glued to the
organization.
Competition is huge in service industry and insurance is no way exception due to privatization. Cut throat competition
has led to deploy strategies to retain the best talents of the industry and keep their employees motivated and productive.
Objectives of the Study :
 To Study retention strategies implemented by the ICICI Prudential

 To analyse employee perception on retention strategies
 To study factors which help in employee retention
 To suggest upon new retention strategies
Research Methodology Adopted
The research design for the present study adopted is of exploratory and descriptive nature and the data collected is of
primary and secondary type.
The information required for the study was collected by the researcher through two sources:
a) Primary Sources :
Primary data was the fresh data which was collected directly from the field through:
 Personal Discussion
 Questionnaires
b) Secondary Sources :
Secondary data was collected through :
 Published theoretical concepts from the books.

 In-house magazines and other relevant material of the companies.
 Internet
Sampling Unit and Size :
50 Employees of ICICI-Prudential – Kolhapur were chosen for the survey and further study.
SCOPE:
The present study was confined to the Retention Strategies adopted and implemented by ICICI Prudential Life
Insurance Co. The geographical scope of the study was the Kolhapur city. The periodical scope extends to the
existing situation when the empirical data was collected.
_________________________________________________________________________________________________
Major findings:
 Good pay, incentives and various fringe benefits are the primary tools for employee attraction and retention.
Pay packages offered by ICICI Prudential are competitive and performance bonus are given to the performers.
 Tangible recognition and appreciation of employees for their individual performance is the best HR practice to
retain employees.
 For employee satisfaction, matching of job profiles with individual capabilities and aspirations is very essential.
Right job for the right person is provided.
 Better work culture and conducive environment is provided which leads to healthy employer-employee
relationship and avoidance of conflicts.
 Excellent career growth opportunities to the performers is provided which leads to content and satisfaction on
the part of the employees.
 Work life balance initiatives are taken by framing innovative and practical employees policies such as flexible
working hours, granting compassionate and urgency leave providing health care for self, family and dependants
etc. Work life balance policies not only leads to retain skilled employees but also attracting high caliber recruits.
 Training, counselling and development programmes are arranged for employees to motivate them for their
work. Best performers are encouraged to share their experience with others and guide others. The emphasis is to
create the desire to learn, enjoy and be passionate about the work they do.
 Transparency is maintained in many of the management related issues.
 Flexibility towards strategy modification is there in the organization.
 Empowering employees and participation in decision making is essential as it leads to increase in employee
loyalty towards organization.
Suggestions :
 Flexi-timings and working from home will help in maintaining work-life balance in turn making an employee
happy and satisfied.
 Inclusion of fun activities and get together programs for the employees will reduce stress and work burden and
in turn will help in employee retention.
 Practical and attainable targets to be given to the employees for better performance and self-satisfaction.
 Personal counselling should be provided wherever needed to remove stress and increase the morale of the
employee.
 No discrimination or biasness should be kept with the performing candidate as this may lead to adverse effect.
Performers should be rewarded.
 Frequent personal interviews should be conducted in an informal way to understand the hidden needs of the
employees.
 Exit interviews should be conducted to know the cause of employee leaving the organization. This will help in
retaining remaining employees.
_________________________________________________________________________________________________
Conclusion :
Human Resource is an important and scarce resource of the organization. In the advent of competition the organizations
should be prompt and alert in framing effective human resource policies. To avoid adverse effect organizations should
take necessary steps in reducing their attrition rate and retaining key talents. This will help to retain their goodwill and
further growth in the field. In my view retention means:
 R- emunerate competitively
 E- ncourage active participation
 T- raining and Development
 A-wards and Rewards
 I – Initiative in providing Support
 N- Nurturing
Annexure :
Table No.1 : Association with the company
Sr.No Particulars Below 5 years ( %) Above 5 years(%)

1. No. of years association with the company 60 40
Table No. 2 : Satisfaction Level

Sr No. Particulars Yes (%) No (%) To Some Extent (%)
1. Satisfaction with the current job 65% 20% 15%
Table No. 3 : Provision of fringe benefits

1. Satisfaction of different fringe 80% 5% 15%
benefits level
Table No. 4: Satisfaction Level - Incentives
1. Organisation has rewards & 75% 20% 5%

recognition programs
Table No 5: Matching of Profiles

1. Matching of job profile v/s 80% 10% 10%
Individual profile
Table No. 6: Working Environment

1. Environment is conducive for 70% 20% 10%
working
Table No 7: Transparency of management

1. Transparency is there in the any 60% 25% 15%
issue of management
_________________________________________________________________________________________________
Table No 8 : Meetings
Sr No. Particulars Once in month Twice in month Not at all

1. How often meetings are 30% 60% 10%
conducted
Table No 9: Cooperation and support

1. Cooperation and support is there 75% 20% 5%
by the superiors
Table No 10: Issues and problems

1. Employee retention issues are 90% 10% --
taken seriously
Table No 11 : Strategy and policies

1. Organization is flexible towards 70% 20% 10%
strategy modification
Table No 12 : Employee Participation

1. How far employee participation in decision 60% 30% 10%
making is entertained
Table No 13 : Growth

1. Satisfaction with the growth opportunities 80% 5% 15%
Table No 14 : Pay Package
1. Satisfaction with the pay package 75% 10% 15%
References :
1. Carpenter, C., „Human Resources: Discovering Talent and Keeping it‟,Nonprofit times, September 15, 2001
2. Mendes, A . Inspiring Commitment. How to win employee loyalty in chaotic Times, Chicago: Irwin Professional
Publishing, 1956.
3. Tsui, A.S and Wu,J.B., The New Employment Relationship versus the Mutual Investment Approach: Implications
for Human Resource Management.‟ 2005, Human Resource Management, Vol.44, No.2.
4. Motivating people for improved performance, Harvard Business School Press: Boston, Massachusetts, 2005
5. www.irdaindia.org
6. www.iciciprudential.com
_________________________________________________________________________________________________
A Critical Study of The Level of Participation of The Teaching Faculty
In The R & D Activity W. R. T. Professional Education Institutes.
Dr. Arun S. Mokashi,
Mcom, Mphill, Phd
Prof. Priyanka Kulkarni,

B.Sc., M.P.M.
Assistant Professor priyanka.ppk@gmail.com
Abstract
With growing liberalization the youth today are trying to make them more employable by going for professional
degrees like MBA. To fulfill the industry’s need of skilled workforce; many Professional Educational Institutions
(PEIs) have started opening up. For the smooth working of these PEIs statutory and non statutory bodies like
AICTE, NBA, NAAC have laid down certain norms and procedures; based on which they accredit the PEIs.
Accreditation raises the popularity of the PEI among the students aspiring to do their MBA. It is also helpful for
the PEI as it is a tool to survive the cut throat competition. With this view many of the PEIs are after getting the
NBA or NAAC accreditation. The PEIs fulfill the criteria: important for getting accreditation. One of those is the
R & D activity.
The PEIs have started research centres to encourage research and contribute substantially for the organizational
betterment. For such research the PEIs depend largely on the faculty to contribute to the fullest extent possible.
The paper tries to throw light on the level of faculty participation in the R & D activities conducted at the
professional Educational Institutes.
Key words: Professional Educational Institutes, Organizational Betterment, Faculty participation.
Introduction:
After 1990 India adapted the Liberalization policy. Due to which the Indian industries started developing and expanding
at a faster rate. These industries thus started feeling the need for employees skilled in various fields related to
management of the organization.
Not only the big brands like Tata, Reliance, Birla, Infosys, Wipro etc but even the SMEs and entrepreneurs also need
skilled workforce for managing the affairs of business like finance, production, purchase, sales, HR, marketing and after
sale services. Thus skilled employees knowing all these aspects of business are very much in demand today.
This scenario gave rise to Management Courses run by universities and private institutions. The education sector in India
has also started opening up for Foreign Direct Investment. At the same time privatization of education sector has also
motivated industrial giants like TATA, Birla, Reliance to enter the education sector. At this point of time round about 5
lac students roughly, are admitted to various management courses run either by universities or by private institutes. All
these developments have generated a huge employment opportunity in the field of Professional Education in India. (Of
all the disciplines of professional education, the authors would like to stick to Management Education.)
If we have a look at various management theories proposed in the earlier centuries; we can understand that substantial
contribution in the field of fundamental management research is by the academicians. To name a few Douglas McGregor
(theory X Theory Y) was a management professor at the MIT Sloan School of Management, Dr. Abraham Maslow
(Maslow’s Need Hierarchy) was a professor of psychology at Brandeis University, Brooklyn College, New School for
Social Research and Columbia University, George Elton Mayo (The Hawthorne Studies) lectured at the University of
Queensland from 1911 to 1923 before moving to the University of Pennsylvania, but spent most of his career at Harvard
Business School (1926 - 1947), where he was professor of industrial research.
The Industries have gained a lot of help from these academicians for developing their management theories. And expect a
lot more contribution from the academicians of today not only in terms of fundamental research but also in terms of
prospective employees with analytical mind and a positive approach towards research.
_________________________________________________________________________________________________
But coming back to the Indian scenario, most of the Professional Educational Institutes are merely becoming the centres
of delivering syllabi to complete curriculum, thus producing educated youth which in unaccepted by the industry.
Research in Human Resource Development states that there is no original research work in this field and what ever
theories we are following and practicing are adapted from the west. As a result among the top 25 B Schools across the
world there is only one Indian B School i.e. the Indian School of Business, Hyderabad. The author can state: by
observation and discussions with her colleagues and counterparts in similar field: that people taking Management
Education as a career are not keenly interested in research. There is a huge gap in India between what the industry
expects and what the institutes provide. The research initiatives started by the PEIs will also be appreciated by the
industry as they will be benefited in terms of both fundamental research and employable students.
The government of India has started taking corrective measures and made the Ph.D. degree mandatory for all those
looking forward to build a career in academics. Statutory and Non statutory organizations like National Board of
Accreditation (NBA), National Assessment and Accreditation Council (NAAC) have started coming into picture. These
organizations have laid down certain criteria based on which they accredit the Professional Educational Institutes in
India. One of the criteria for accreditation is the R & D activity started at the institute. The R & D activities include
generating quality research papers and publishing them in reputed research journals, industry institute interaction, getting
sponsored research projects to help the industries sort out certain problem or seek solutions, incubation cell to incubate
companies in the department etc. Such activities if carried out effectively can be extremely helpful in developing a
positive attitude towards research among the faculties. But not all the faculties are involved in the R & D projects.
Research mostly is restricted to generating research papers which are many a times copied from the articles available on
the net and thus lack originality. Carrying out quality research and trying out for publishing the work in a reputed
research journal is very rare.
The researcher therefore felt the need to understand the root cause as to why such an important activity is neglected by
the faculties. The researcher surveyed the Management Institutes and the MBA departments of Engineering colleges in
Pune, Maharashtra, India affiliated to the University of Pune to understand the status of the R & D activity, and
prepared a questionnaire for the faculties of all these institutes and departments to understand their problems as far as R
& D is concerned. The researchers through this paper will critically study the level of faculty participation as far as the R
& D activity is concerned. The researchers will also try to find out reasons for negligence towards research if any on the
part of faculties in the Management Institutes and the MBA Departments.
The researchers strongly believe that the outcomes of this research will be definitely beneficial for both the faculties and
the PEIs. This study will boost the R & D activity at the institute level which ultimately will be helpful for the industry as
there can be considerable increase in contribution in fundamental research in various disciplines of management helping
the organizations to work more effectively and efficiently.
Statement of problem:
This is the study of the R & D initiatives taken by the professional Educational Institutes and the cooperation they receive
from the faculty for the same.
Hypothesis:
1. R & D can be carried out effectively if the faculty members contribute substantially towards it.
2. R & D activities are on the back foot as the faculty is not motivated properly.
Objective of study:
1. To understand the norms and procedures laid down by various statutory and non statutory organizations.
2. To understand the initiatives taken by the management to boost R & D activity.
3. To understand the difficulties faced by the faculty while going for research.
4. To give probable solutions to increase faculty participation for boosting R & D activity.
Significance of the study:

1. The study will be helpful in understanding the level R & D initiatives started by Professional Educational
Institutes.
2. This study will be helpful in understanding the extent of efforts taken by the Professional Educational Institutes
to motivate their faculty for R & D projects.
3. This study will be helpful in understanding the problems faced by the faculty in getting and carrying out R & D
projects.
_________________________________________________________________________________________________
Literature Reviewed:
Yashpal Committee in its report on Higher Education, submitted to HRD Minister Kapil Sibal on 24 th June expressed its
concern over the mushrooming Engineering and Management colleges that have largly become business entities
dispensing very poor quality education. Yashpal committee lamented the growth of Deemed Universities and called for a
complete ban on further grant of such status. Existing ones the committee said should be given three years of time to
develop as a university and fulfill the accreditation norms.
At one of the seminars organized by All India Management Association (AIMA), the apex body of professional
management in India, and National Board of Accreditation (NBA) on New Management Accreditation Process at New
Delhi , Kapil Sibal, Union Minister for Human Resource Development then, Government of India, said, "This meet is
important in today's context as there is a tension between access to education and quality of the same in the Indian
education system. There is a tsunami of people who want access to education, to knowledge. They are getting the same at
a plethora of educational institutes across all levels, across the country. But whether these institutes are providing
education at par with the global standards is something that needs to be ascertained." Sibal emphasized that while access
to education at all levels is being facilitated by the presence of these institutes, another movement needs to be
encouraged, that of ensuring quality which will ease and eventually remove tension between access.
Mr. Walse Patil, while felicitating industrialist Mr. Rohidas More of Mamasaheb Mohol Education Trust, said that many
sub-standard institutions are coming up in the field as many so called rich educationists are entering in the field of
education (Maha. Times, 27/4/2011 page 4)
Data Collection:
The data collected for generating this research paper was of two types Primary Data and Secondary data. The Primary
data was collected by means of Survey questionnaire and / or personal interviews. The Secondary data was collected with
the help of relevant articles, web sites, reports of various Professional Educational Institutes.
The primary data was collected from the Management Institutes and MBA departments of Engineering colleges in Pune
City. There are about 45 colleges in Pune City. The data collected was segregated in two categories first was to
understand the management’s stand on accreditation and second was to understand the faculties’ side.
Data Analysis:
Out of the 45 Management Institutes in Pune City about 10 colleges are accredited either by NAAC or by NBA. Most of
the other colleges are into the process of getting accreditation.
No. of accredited colleges in the No. of Faculty Faculty members Faculty Members
Sr. No.
defined area
working contacted Covered
1 10 98 80 61
Q.1 Total No of Industrial experience
Industrial experience between 0 – 5 years Industrial experience of more than 5 years at

No industrial experience
at managerial level and above managerial level and above
40 08 13
Q.2 Faculty presenting research papers
Presented research papers at national or

Total Not presented
international conferences
61 61 00
_________________________________________________________________________________________________
Q.3 Faculty who have got their research papers published
Published research papers in

Total Not published
conference proceedings or Journals
61 25 36
Q.4 Type of Data Used
Secondary Data Primary Data Both Primary and Secondary Data
More than 50% of the

On 30 to 40% of the occasions Less than 15% of the occasions.
occasions
Q.5 The guidance from the senior faculty members
Total No of Respondents Helped by Senior Faculty Not helped by Senior Faculty
61 49 12
Q.6 Financial Incentives for published research work

Total No of
Yes No Can’t Say
Respondents
61 24 30 07
Proving of Hypothesis 1: From the above tables it may be observed that faculties do not understand the importance of
research or rather the management of the institutions does not take efforts in the direction of developing a positive
attitude among the faculties for research. The no of research papers presented is more but the no of research papers
published is comparatively very less; resulting in almost no contribution in fundamental research. The hypothesis,
therefore, is proved.
Q.7 Does your institute have a research centre?

Total No of
Yes No
Respondents
61 40 21 Q.8 No of sponsored R & D

projects
More than 50 Less than 50 No R & D projects
08 32 21
Q.9 Are you working on any R & D project

Yes No
15 46
_________________________________________________________________________________________________
Q.10 Do you know the process of getting sponsored research project?
Yes No
10 51
Q.11 Does the R & D in charge help you in getting sponsored projects?
Yes No Sometimes
38 (21 do not have any R &

15 08
D projects)
Q.12 Do you think R & D activity is important for the development of a faculty?
Yes No
61 00
Q. 13 Why do you think the faculties are not interested in research?

Faculty is Faculty overburdened with
Lack of proper motivation
interested teaching and admin work.
20 31 10
Q. 14 What in your opinion should the management do to increase faculty participation in research?
Give incentives for Arrange orientation

publication in Call more and more industry workshops for faculties
referred journals experts to interact with the helpful in developing All of them
or conference faculty positive and scientific
proceedings. approach towards research
00 00 00 61
Proving of Hypothesis 2: From the table it is observed that, the management institutes and the management departments
are lagging, in preparing the ground for R & D activity. The faculties can work if they are properly guided or motivated
by giving them incentives, appreciating their work, and making them aware of future growth options like promotions etc.
the second hypothsis, therefore, stands to be proved.
Findings
1. R & D activities if carried out effectively can be helpful in improving the ranking and reputation of the institute
or department.
2. R & D activities can be carried out effectively if the faculties are serious enough about it.
3. R & D activity at the institutes and departments can be boosted if the faculty members are properly motivated,
informed about their career advancements etc.
Conclusion
The PEIs need to develop their students in a different way. This is possible if the faculties are aware of the latest trends in
the industrial world. Many a times the faculties do not have industrial experience, which can be a barrier in explaining
the concepts effectively. Research activity conducted in their area of specialization can be helpful in delivering the
_________________________________________________________________________________________________
syllabi more effectively. This will also be helpful in building the reputation of the institute and attracting quality students.
Thus the level of Professional Education will go up.
Questionnaire:
1. Total no of industrial experience if any and at what level
2. No of research papers presented
3. No of research papers published
4. Type of data used for generating paper
5. Did you get any guidance from the senior faculty/ R & D in charge while generating the paper?
6. Does the college give any financial incentives for published research work?
7. Does your institute have a research centre?
8. How many sponsored R & D projects does it have?
9. Are you working on any R & D project
10. If yes do you know the process of getting the Sponsored R & D project?
11. Does the R & D in charge help you in getting sponsored research project?
12. Do you think the R & D activity is important for the development of a faculty?
13. Why do you think the faculties are not interested in research?
14. What in your opinion should the management do to increase faculty participation in research?
_________________________________________________________________________________________________
Human Resource Management: India v/s Bharat – Convergence or
Divergence: A Comparative Study from an Indian Perspective
Prof. Rutuja Jadhav
rutuja.jadhav@gmail.com
_________________________________________________________________________________________________
Abstract
“Change is the only thing Constant in Life”-Bhagavad Gita
This is very true for Management and Cultures. With the opening up of the Indian economy, many Indian
multinational corporations have started operating overseas in more developed countries. This raises questions
about which culture they follow in subsidiaries in developed countries. The Indian organization culture may be
seen through their multinational’s human resource management practices. The organization culture may not
necessarily have the same consequence or hold similar standards in the subsidiaries of Indian multinational
companies located in developed countries because of the various cultural and institutional differences.
Numerous studies have been conducted from the point of view of developed countries multinational companies
and their management, but scarcely several from the Indian perspective. In view of the opening up of the Indian
economy, it becomes exceptionally significant to make an attempt to recognize Indian management and examine
the most excellent cross-cultural strategies for optimal organizational performance across the boundaries in the
future.
Changing behaviors and practices influence the management environment and the procedures keeps repeating.
Global business surroundings expose the HRM of firm to challenging circumstances with respect to their
practices. The same can be for management practices of Indian multinationals. Indian management has also
opened its eyes to the knowledge culture, which is considered one of the most important resources for
organizations. The socio cultural environment does have an impact on managerial beliefs and assumptions, which
in turn influence HRM practices.
Keywords: HRM, India, Indian economy, Multinationals, Cross-Cultural, Developed Countrie
Major Characteristics of Indian Human Resource Management
In addition to discussing the differences between Indian and developed countries’ management, we are interested in
better understanding the basic Indian management culture. The management system of enterprises is usually based on the
socio-cultural environment of a country and the inner environment of an organization. In the case of India, the
management system is based upon centuries of rules and regulations from different dominating empires; different
religions; a very influential caste scheme that influences the organizational system of Indian enterprises; the British Raj
who ruled India for about 200 years; and more recently, the globalization of world economies and its influence on the
Indian management structure.
Since the socio-cultural environment or the national culture of a country directly influences the organizational culture of
a firm, it plays a major role in shaping the management system of a multinational. The most admired work discussed with
respect to culture remains that by Hofstede (1980), who divided the national cultures into five dimensions. The national
culture of India has been described as collectivist and high on power distance, masculinity, and uncertainty avoidance.
Aycan explained societies high in uncertainty avoidance and power distance prompt managers to be authoritative with
less authority given to employees. Hofstede’s (1980) dimensions may be directly applied to Indian management for
understanding the decision-making procedure, recruitment and selection planning, priorities, and behavior under different
circumstances for Indian managers, along with the rules and regulations in Indian enterprises.
The same is factual for the management culture of firms from developed countries. As suggested by Fisher, ―The
tensions between Indian and Western managerial values have been emphasized by the normative Indian literature that has
developed distinctive managerial values and ethics from roots deep in Indian culture‖. Adding together, it has been
argued the practices and policies of developed countries’ management may not necessarily have the same effect or hold
similar values in an Indian setting. Similar flexibility is extended to agreements. It has been noticed that formal contracts
_________________________________________________________________________________________________
were not of high importance; personal relationships carry more weight in Indian culture. Contracts were seen more from
the ethical point of view, as a course of action for the future, and were controversial and adjustable with mutual
understanding. Miroshnik mentioned some cultural variables like informality, change, materialism, time orientation and
individualism when discussing the perceptions of Occidental and Oriental cultures.
Based on a review of the literature, in Figure 1, a framework for the analysis of Indian management culture is proposed.
The framework helps to understand how various factors encourage organizational performance. At the same time, the
different strategies Indian multinationals may choose for their overseas subsidiaries and their influence on the
organizational performance of the firm are presented. Since some Indian multinationals have successfully established
themselves in developed countries, it would be interesting to unveil the management culture that is followed in their
developed country subsidiaries.
Cross-cultural management
Strategies— acculturation,
Integration, laissez faire
Power
delegation
Indian management Compensation

Culture Promotion,
And rewards Organizational
Performance
s
Performance
Locally developed Appraisal
Subsidiary culture
Training,
Development, and
Career planning
Figure 1: Framework for Analysis of the Indian Management Culture
The management culture of an enterprise may be best evaluated through its HRM practices. With ever increasing global
competition, only the strong and well-organized firms survive, a factor highlighting the importance of HRM practices
like compensation, training, career planning, and so forth, which have often been used by firms to motivate their
employees. Motivating employees is one of the most meaningful objectives of the HRM department because it is one of
the major mediating variables affecting a company’s performance (Boudreau, 1998; Nadler, & Lawler, 1977; Park,
Mitsuhashi, Fey, & Bjorkman, 2003). In their study, Dimba, K’Obonyo, and Kiraka (2008) concluded HRM motivational
practices do not directly influence performance; rather, motivational practices influence human capital, which in turn,
affects the performance of a firm.
However, this may not be easy because it involves employees with personalized values, priorities, opinions, and
emotions, which may be considered variables influenced by culture. Some employees might prefer motivation related to
merit, while others may prefer motivation based on seniority. Some may be motivated by financial benefits, while others
value non-financial benefits. It may be concluded that the motivating factors and management requirements in different
cultures are dissimilar. In order to keep employees happy, firms need to create a motivated management culture to ensure
satisfied employees and hence, better performance. In the following section, the Indian management culture will be
_________________________________________________________________________________________________
discussed with respect to four HRM practices, namely, power delegation; compensation, promotion, and rewards;
performance appraisal; and training, development, and career planning.
Compensation, Promotion, and Rewards

A strategically planned compensation system includes the base salary, flexible pay, and benefits However, a strategically
planned compensation system should be selective rather than general, which will help better motivate employees and lead
towards effective performance. Compensation is one of the important methods for motivating employees and may be
directly attached to specific goals or organization objectives. Compensation packages consist of both monetary and non-
monetary benefits. It has been argued money is one of the strong motivators in some cultures. In their study, Chiu, Luk,
and Tang (2002) concluded the top motivators for Hong Kong employees, who are culturally more similar to developed
countries than emerging countries, were basic salary, merit pay, year-end bonus, profit sharing, and annual leave. On the
other hand, a study by Nelson (1996) found that money was not the primary motivator. Nelson found that instant and
personal recognition was among the top motivators in numerous cultures.
If a firm suitably rewards its employees, employees are more likely to work in a manner that will ensure they obtain
rewards. Rewards are metaphorically important in any organization. This is an important motivation strategy and valued
by the employees at all levels, whether managerial or working class. Rewards may be in the form of finances,
acknowledgement, promotion, and so forth. Promotions based on merit rather than seniority is known to better motivate
employees.
The HRM practices in Indian firms neither promoted job enrichment; not encouraged reward management. However,
HRM practices are very much a part of the foreign multinationals operating in India. The distribution of rewards in
Indian organizations seemed to follow the equality philosophy in contrast to the equity philosophy practiced in
individualist countries like North America. One reason could be lifetime employment along with promotion based on
seniority is still popular in India, especially in the public sector. Due to collectivist thinking, cooperation is encouraged
along with job security. Lifetime employment also encourages loyalty towards organizations.
Power Delegation
The caste system signifies one of the major values of Indian society that has been incorporated into the day-to-day
management of Indian companies to a certain degree. The system respects hierarchy which means people are divided into
higher or lower groups, depending on the caste into which they are born. Legally, the caste system has been abolished by
the Constitution and its influence may be declining in cities. However, the caste system still exists in the minds of the
people and is dominant in rural India. Kumar and Shankaran (2007) insisted Indians have a hierarchical mindset with
respect to everything, be it people, relations, or ideas. Kumar and Shankaran further emphasized this by observing even
the Gods in the Hindu religion are hierarchical, which draws attention to the importance of religion in India, a feature that
has a strong influence in Indian culture as compared to developed countries cultures. Due to the hierarchical nature of the
Indian culture and mindset, authority is more centralized and decisions tend to be more top-down.
Respect, loyalty, affection, and bonding are also very important power aspects of the Indian culture directly linked to the
Indian management. The Indian management culture is based on a strong relationship between elders and younger
employees. Kumar and Shankaran argued power distance in India is in the form of affection for the young and deference
for elders, leading to strong bonding in the society and firms. The behavior of managers in a normal Indian firm may be
described as a combination of collectivism on the outside and individualism on the inside which implies power is
considered important in the Indian culture, and obtaining more power is a strong motivational factor. The same reasoning
is supported by achievement theory, which shows people perform because they want to achieve something and because
of the power motive.
In a different culture, centralized power may not be as important. For example, in most developed cultures, decentralized
power provides more motivation to employees. If the employee is allowed to participate in the decision-making process, this
will have a positive effect on his or her performance. In fact, research based on developed countries has indicated that firms
should include employees in decision-making and strategic planning processes to increase their motivation, confidence, and
performance
Performance Appraisal
Performance appraisal has slowly become a significant part of HRM activities. Its objective is to improve a firm’s
performance by providing developmental feedback to employees. The process helps to motivate and acknowledge the
good performers, while providing direction to underperformers. The process of performance appraisal is important not
_________________________________________________________________________________________________
only for employees but also for firms as a whole. Firms need to device strategies for future to remain competitive. With
the help of performance appraisal processes, management and developmental needs can be identified, prioritized, and
applied along with the intention of benefiting both the firm and the employees.
It has been argued for performance appraisal to positively inspire employees and initiate future development, the process
should not be judgmental and should be conducted in such a way employees experience more of positive feedback. If this
is not the case, the appraisal may prove to be harmful to the morale of the employee. Performance appraisal is not only
helpful for developmental objectives but also for the retention of employees in the organization. At the same time, it is
also important the appraisal have positive results for employees. Organizations are also able to supervise the
development and progress of employees with the help of performance appraisals.
Objective and subjective methods of appraisal are used in different companies according to their national and
organizational culture. In India, performance appraisal is valid for only a certain level of employees. Indian managers are
far behind when it comes to involving employees in the process. In addition, peer appraisal, which is considered an
effective method, was not popular in Indian companies. In addition, a recent study found performance appraisal and
individual goals were not regarded as meaningful procedures in India. The focus is on rating rather than feedback and
further development. Hence, performance appraisal is seen more as a formal task instead of a instrument for bettering the
performance.
Training, Development, and Career Planning

Training and development (T&D) has been identified as a major motivating factor. It is considered very important by
most organizations because T&D helps to provide an edge over the competition by increasing the quality of employees.
T&D may be defined as a course of action for developing work-related skills and awareness in employees with the
intention of making the firm’s performance more effective. Authors have argued that the performance of an employee
depends upon his or her skills and motivation. If a motivated employee has the skills, it is possible for him or her to
contribute positively towards the successful performance of the company. The same has been supported by social
exchange theory, which suggests that when employees are offered developmental opportunities, they become motivated
to return the benefit to the organization by performing better.
It is critical for T&D to be integrated and correlated with the firm’s goals and strategic identification of the skills required
is planned. Planning and identification should be done in such a way that employees feel motivated. Motivation
influences the enthusiasm of employees to focus on the program as well as learn and apply their learning on the job. In
contrast, if employees are not motivated, they may not benefit or learn enough to develop themselves from the training.
Career planning is conducted by firms to assist employees in choosing their assignments in a manner that will allow them
to obtain the skills and experience that will prove to be beneficial for both the employee and firm. It was also
acknowledged that a functional career planning system has the favorable possibility of encouraging employees to take
more responsibility for their own development, which includes the development of expertise vital to the firm. A well-laid
career planning and development system, along with advancement opportunities, results in highly motivated employees,
which has a direct impact on a firm’s performance. In India, a standard, defined career path for employees in general
exists but specific planning is limited. Overall, career planning and management practices are seen as less dynamic,
rationalized and structured in India in comparison with the UK, which is a developed country.
Convergence and Divergence

Organizations, cultures, and societies evolve; hence, specific cultural theories may not be valid at all times. The ongoing
globalization and exposure of firms to foreign management prompts change in the traditional management style. ―Change
is the only thing constant in life‖ is an old Indian saying from the Bhagavad Gita. The same is true for management and
cultures, as pointed out by Adler (1983): changing behaviors and practices influence the management environment, and
the process keeps repeating. Global business conditions expose the HRM of firms to challenging situations with respect
to their practices. The same can be for management practices of Indian multinationals. According to earlier studies,
Indians are said to be high on uncertainty avoidance. However, more recent studies are suggesting that Indians are
moderate on uncertainty avoidance. The rules, regulations, and practices keep evolving with time and therefore it
becomes necessary to explore the same aspects in-depth. The subject as a research field will remain interesting for both
researchers and practitioners alike. In cross-cultural research, it was observed, the socio cultural environment does have
an impact on managerial beliefs and assumptions, which in turn influence HRM practices.
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Country Environment and Cross-Cultural Management Challenges
The global spread of Indian multinationals through acquisitions, mergers, or otherwise has resulted in subsidiaries in
various foreign locations, including many developed countries. Multinationals are expected to design an effective
management culture in these subsidiaries. For example, the recent high profile takeover of Arcelor Steel by Mittal Steel
raised many interesting questions; for example, will the new company use the Mittal Steel management culture or the
Arcelor Steel management culture? Will Arcelor-Mittal, the new company, be able to retain current employees? The
drama became even more intensified when the CEO left the company because of the changes in management. Hence, it is
important to develop an understanding of the differences in the cultural management styles of different institutional
environments. The Indian multinationals may want to implement their home country practices in their developed country
subsidiaries, or they may follow the host country practices. This research is designed to show the specificity of Indian
versus developed country management cultures in the subsidiaries of Indian multinationals.
The literature has recognized three types of strategies: acculturation, integration and laissez faire:
• Acculturation refers to the multinationals following the home country practices and promoting
Standardized practices throughout the multinational’s operations. The strategy aids the multinational in the ease of its
global operations.
• Laissez faire refers to multinationals following the host country’s practices and aims at localization. The strategy is
mostly used by multinationals when they do not desire to change the existing management culture, but instead, benefit
from it.
• The third strategy is Integration, which is a balance between home and host country practices. This strategy may be
used when multinationals want to benefit from the best practices of both the home and host countries’ management
practices and culture.
Indian Managers should not assume the best practices in their countries or the acculturation strategy will prove suitable in
the Indian culture. In order to be successful in the new global economy, it is important for managers to understand the
Indian management system in comparison to Western management cultures. Consequently, exploration of these
differences is valid, and some of the differences have been discussed in the literature:
 The many cultural differences between Indian and developed economies lead to differences in the management
styles of the two economies (Hofstede, 2007). For example, a study done by Hofstede (1980) about perceptions
of the most and least important goals between business leaders from different countries gave contrasting results.
While family interests and the continuity of business were among the most important for Indian business
leaders, these aspects were among the least important for the USA business leaders. The difference leads
managers from different cultures to think of and take different approaches to the same or similar situations.
 The institutional framework differentiates the Indian and developed countries management systems because
relationships have more value in an Indian setting. Therefore, rules and regulations may be bent when required
(Hofstede, 2007). Management in the developed countries, on the other hand, is unable to understand this kind
of flexibility.
 The many cultural differences between Indian and developed economies lead to differences in the management
styles of the two economies. The difference leads managers from different cultures to think of and take different
approaches to the same or similar situations.
 Indian values promote relationships between employees in their workplace. People normally remain loyal to
their companies and are promoted on the basis of years of experience and loyalty. Most of the time, employees
are focused on their personal relationships rather than their performances. In addition, juniors have faith and
trust they will be taken care of by their seniors. On the other hand, in Western countries, like the USA, careers,
opportunities, and pay based on performance are given priority (Chang & Hahn, 2004). In addition, material
wealth and possessions have less importance in India compared to Western cultures.
Conclusion
Concern has been repeatedly expressed about the limited number of studies available about emerging markets and on the
subject of HRM. Through this study, an attempt has been made to fill a gap in the literature. The paper is focused on
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India because Indian management culture is less explored, presenting a potential and interesting, unique market for
research. For example, it has a colonial past and hence, has had exposure to different styles of management for decades.
Therefore, it presents a different management culture in comparison to other countries or cultures.
The attempt to explore the behavior of Indian multinationals and their management culture, which may be seen through
their HRM practices, contributes to the scarce literature available on the subject of emerging country multinationals. The
HRM practices chosen for the study were power delegation; compensation, promotion, and rewards; performance
appraisal; and training, development, and career planning. The use of HRM practices and policies has been recognized in
the literature as one of the main measures of control in foreign subsidiaries. The practices help to carry the organizational
culture to other regional settings. The policies, practices, norms, and behaviors of the head office culture may be
standardized or adapted in foreign or the decision for choosing a strategy may depend on the objective of multinationals.
The objective is for academics and practitioners to gain a better understanding of a potential but yet not well-known
market. Regarding the methodology for future empirical studies, management culture may be measured through HRM
practices on a Likert type scale. In addition, performance may be measured using self-report measures. Self-report
measures have been popularly used for organizational behavior studies. Self-report measures are useful when
perceptions, like attitude, satisfaction, understanding, and so forth, are to be measured. Finally, the paper makes a
contribution to the field of emerging multinationals, especially Indian multinationals, and will enable academics and
practitioners to understand the Indian management culture better.
References
 Sinha, J. B. P. (1995). The cultural context of leadership and power. New Delhi, India: Sage.
 Aycan, Z. (2005). The Interplay between cultural and institutional/structural contingencies in human resource
management practices. International Journal of Human Resource Management, 16(7), 1083–119.
 Chadwick, C., & Dabu, A. (2009). Human resources, human resource management, and the competitive
advantage of firms: Toward a more comprehensive model of causal linkages. Organization Science, 20(1), 253-
272.
 Das, N. (2007). The emergence of Indian multinationals in the new global order. International Journal of Indian
Culture and Business Management, 1(1/2), 136-150.
 Jha, R. (2006). Outward foreign direct investment from India. 2006 emerging markets forum, Global Meeting,
Virginia, p. 1-12.
 Nigam, R., Su, Z., Elaidaoui, N., & Karuranga, E. (2009). Subsidiaries of developed country multinationals in
an emerging country: A cultural perspective. Global Journal of Flexible Systems Management, 10(4), 33-44.
 Pradhan, J. P. (2007c). Trends and patterns of overseas acquisitions by Indian multinationals. [ISID Working
paper No. 2007/10], Institute for Studies in Industrial Development, New Delhi.
 Sinha, J. B. P., & Sinha, D. (1990). Role of social values in Indian organizations. International Journal of
Psychology, 25, 705–714.
 Park, H. J., Mitsuhashi, H., Fey, C. F., & Bjorkman, I. (2003). The effect of human resource management
practices on Japanese MNC subsidiary performance—A partial mediating model [Working Paper No. 3]. St
Petersburg, Sweden: Stockholm School of Economics.
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A Study On Work Stress Among Management
And Engineering Educators
Dr. Ramesh Sardar (Assistant Professor)
Department of management Science,
Dr Babasaheb Ambedkar Marathawad University, Aurangabad.
Email-rame23sardar@yahoo.com
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Abstract
The anxiety to fulfill the expectations of the modern day students creates lot of stress on the teaching faculty,
which they try to balance with the satisfaction that is intrinsic and extrinsic with their jobs. There was no off the
shelf research available on the work stress level of the lecturers, as it is in the case of the Industrial workers.
Hence the need for the research was felt and undertaken with an objective to determine the level of stress among
management and engineering faculty members in Aurangabad district. The universe of the study is Aurangabad
the target population is management and engineering faculties of the top colleges of Aurangabad District. Field
study was conducted with questionnaire as the primary data collection instrument. Data was analyzed using
statistical techniques (Karl Pearson coefficient of correlation). The factors affecting stress were identified;
personal issues, lack of administrator support, long working hours, poor working conditions, unpredictability in
work environment &inadequate monetary reward.
Key words: Stress, management and engineering faculties.
Introduction
Work stress and family imbalance is a subject of interest for all those people who are interested in firstly knowing about
the quality of working life and then secondly its effect on the family life. In the early phase of the industrial revolution in
the Europe a major issue at that time was child labor. In times of recession the highlighted issue was the lack of
employment and its consequences, yet work-life balance appeared as a hot topic for debates because of its affect largely
on the lives of individuals. Majority of the population is experiencing economic hardship in this era. This has leaded an
extensive pressure on the earning hands. For the sake to do better has increased the anxiety level among the workers on
jobs. To earn more, demands of the workers have also increased, but when they have to earn more with the limited
sources, they go for working a lot, this results in a bad affect on their health. Now-a-days stress is widely spread; it acts
like a problem creating and disturbing wave which affect the individuals, their companies, organizations, & especially for
whole society. It was common experience that strict arrangements in relation to working schedules, inadequate
regulation, strict supervision, and no facilities available like short leave or others in order to care for their ill family
members are common practices at workplace which cause stress at work. The aim of this study is to identify the stressors
issues that will influence the management faculties‟ job satisfaction. We selected teaching because educators have been
consistently identified as a group experiencing high stress at work.
Literature Review
“In the words of Richard S Lazarus, basically stress is a feeling that is experienced when a person started thinking that
the demands exceeds the personal and social resources the individual is able to mobilize." (Stress Management)“Stress
refers to the strain that is resulted from the conflict between our external environment and us, leading to emotional and
physical pressure. In our hasty paced world, it is really impossible to live without the stress, whether you are a student or
a working adult, you might affected by it at any stage of life. There is both positive and negative stress; basically it is
depending on each individual‟s unique perception between the two forces.” (What is Stress?, 2011). “Stress is defined as
an unclear response of the body to a stimulus or event” (Kavanagh, 2005). “In English, stress is defined as the strain or
anguish resulting from difficult situations” (Alves et al., 2004). “Stress refers to workers not being able to adapt to work
and, therefore, involves some biological and psychological reaction” (Hsieh, Huang & Su 2004). “Stress on family life
may take place from both the schedule and the content of work” (MacDermid et al., 1994) while White, Wilson &
Pfoutz, (2006) consider it unavoidable. It affects negatively the individual and organization both. (Sarooj Noor, 2008)
Work Stress
Organizations and the people who run them are under a lot of pressure to increase the income and profits of their
Organizations. To do things faster, better, with less cost, but with fewer people, is the goal of many organizations now-a-
days. The expected result or you can say demanded results are to get better performance, higher profits, and further faster
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growth. But stress, burnout, turnover, aggression, violence, family imbalance, and other side effects can also occur.
"Work stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job
do not match the capabilities, resources, or needs of the worker.” (Bonham-Carter) But we explain work stress as, The
harmful physical, social and emotional responses that occur when the requirements of the job do not match the
capabilities, resources, or needs of the worker. “Work-related stress occurs when one‟s job demands are incompatible or
mismatched with the mental regulation processes, such as information processing, planning, and movement
execution.(Greiner, 1998)” A common issue which has been raised in many nations is “Working style is changing at a
very fast speed from what it was to what it is. So work stress resulted in giving a bad impression on the health of the
individuals, their families health and even on the health of Organizations for whom they are working.” (Stress At Work,
2010) “Work-life balance is the term used to refer to policies that strive to attain a greater complementarily and balance
between work and home responsibilities.” (Jennifer Redmond). "The extent to which the individuals are equally involved
in-and equally contented with-their work role and their family role." (Greenhaus & Singh, 2003). “Working practice that
acknowledges and intended to support the needs of employees in achieving a balance between their homes and working
lives” is given by HEBS in 2002. (Work-life Balance). “Work-life balance has always been a reason of anxiety for all
those who are interested in knowing about the quality of working life and its extension to different parts of life. In the
early days of the industrial revolution in Europe a major issue was child labor. In times of recession the highlighted issue
is the lack of employment and its consequences, yet work-life balance appeared in the contemporary debates largely
because in affluent societies the excessive demands of work are perceived to present a distinctive issue that needs to be
addressed.” (Guest, 2001) Work–life balance is a feeling of being in control of your life, being able to exercise choice,
and about finding equilibrium between your own needs and needs of others as well, whether it is at work or at home.”
(Collectif, 2005)
Objectives Of The Study

The study is conducted with the following objectives-
1) To check out the level of stress among management and engineering educators.
2) To analyze the working conditions of the management and engineering faculties and its impact on stress.
Hypothesis Of The Study

The study is conducted with the following hypothesis-
Ho: There exists a significant relationship between variables like working hours, working conditions, stress management
techniques on stress level.
H1: There does not exist a significant relationship between variables like working hours, working conditions, stress
management techniques on stress level.
For the purpose of research 100 teachers from management and engineering working in top colleges of Aurangabad
District are selected. The study is conducted by collecting
Data through primary sources such as questionnaires, interviews and observations. Secondary sources of data like
journals, books, and internet websites are also used for the purpose of data collection.
Statistical tools used for hypothesis testing:
Karl Pearson Co-relation test to find correlation between stress level and working hours, working conditions and stress
management techniques.
Limitations Of The Study

The present study does not cover all the management and engineering Institutes in Aurangabad and the sample size is
limited to 100 faculties only.
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Study Results And Interpretation
Table No. 1: Analysis on the basis of age
Age Groups No. of Respondents Percentages
Less than 25 25 25.0
26-35 50 50.0
36-45 15 15.0
Above 45 10 10.0
Total 100 100
Source: - field survey
Fifty per cent of the total respondents are in the age group of 26-35 years, followed by twenty five per cent in the age
group less than 25.
This reveals that maximum respondents are in the age group of 26-35 years.
Table No. 2: Analysis On the basis of gender
Sr. No. Gender No. Of respondent Percentage
1 Male 70 70.O
2 Female 30 30.O
Total 100 100
Source: - Field Survey
Table No.2 shows the analysis of respondents on the basis of gender. Seventy per cent of the total respondents are male
and the remaining thirty per cent are female.
Table No. 3: Analysis on the basis of Education Qualification
Qualification No. Of respondent Percentage
M.B.A 50 50.0
B.E 35 35.0
M.E 15 15.0
Total 100 100
Source: - field survey
Table No.3 shows the analysis of respondents on the basis of education qualification. fifty per cent of the total
respondents are M.B.A followed by thirty five per cent B.E, and fifteen per cent of the totals are M.E.
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Table No. 4: Analysis on the basis of salary
SALARY No. Of respondent Percentage
5TH PAY 50 50.0
6TH PAY 15 15.0
CONSOLIDATED 35 35.0
Total 100 100
Source: - field survey (2009-10)
Table No.4 shows the analysis of respondents on the basis of salary. Fifty per cent of the total respondents receive 5 th
pay, followed by thirty five per cent receive consolidated pay and fifteen per cent of the total get 6 th pay.
Descriptive Analysis
Each factor of stress is measured on a five-point scale; where „1‟ indicates Strongly Disagree and „5‟ indicates strongly
agree. The below table shows the average level of intensity of each subscale along with their mean, standard deviation
and variance.
Table 5 – Stress scores levels
Low level stress 20-45
Middle level stress 45-60
High level stress 60-85
Out of 20 management faculties, 10% lies in the low level test scores, 20% lies in the middle level test scores and the
remaining 70% lies in high level test scores.
Table – 6: Distribution and Means & SD of Variable
Factors Min max Mean SD Variance
Working hours 1 4.2 2.87 0.752 0.5651
Working conditions 2.6 3.6 3.14 0.353 0.1244
Stress management techniques 2.6 4.6 3.16 0.542 0.2944
SD= Standard Deviation, Min-Minimum, Max= Maximum

Results Of The Study
The range of respondents‟ age is from 25 to 45 years. Respondent‟s job experience ranged from 0 to 20 years. The
findings were as follows-
1. The findings from Karl Pearson Correlation analysis showed that there were significant positive relationships
between respondents gender and work stress.(r= 0.23)
2. The findings also suggested that there were positive relationship between the respondents marital status and job
stress.(r=0.19)
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3. Furthermore, there were significant positive relationships between the respondents number of dependents and
stress level(r=0.15)
4. There is a positive correlation between male employees and job working hours. This shows that the male
employees are satisfied with the working hours as compared to female employees.(r=0.65)
5. All males and females are satisfied with the working conditions as there is a positive correlation(r=0.89)
6. Analysis of stress management techniques and job satisfaction has showed that the absence of stress
management measures has not affected job satisfaction of employees.
Conclusion
The employer can start with some stress reducing measures like-
1) Regular feedback of employees on job related aspects.
2) Encouraging employees to work in flexible work time, especially for female workers.
3) Organize regular stress reducing sessions like yoga, meditation etc.
Stress can be minimized and not completely eliminated. Stress can be reduced by having a positive outlook towards life.
References
1. Jain.K.K, Fauzia Jabeen, Vinita Mishra and Naveen Gupta“International Review of Business Research Papers”
Vol. 3 No.5, November2007 (Pp.193-208 )
2. Jawahar Rani “A study on Work-Relate stress among Women Professionals in Chennai City”,Vol.24, No.2, June
2010(pp 543-548)
3. Kakoli Sen “The Indian Journal of Industrial Relations”, Vol.44, No.1, July 2008 (Pages 1423)
4. Ramaniah, Subrahmanian. Mu. “Management and Labor Relations” Vol.33, No.4, November 2008 (pp 474-
480)
5. Sanjay Kumar Singh and Paramjeet Kaur Dhillon “Management and Labour Studies”, Vol.30, No.3, August
2005.
6. Sunetra Bhattacharya, Jayanti Basu “Journal of the Indian Academy of Applied Psychology”Vol.33, No.2, July
2007 (pp 169-178)
7. Swaminathan.P.S, Rajkumar.S “Management and Labour Studies”, Vol.35, No.1, February 2010 (pp 59-71)
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Employer Branding Its Impact On Managing Talent In Organisations
Dr. P. Ramlal
Senior Assistant Professor,
School of Management, National Institute of Technology, Warangal
pramlal@gmail.com.
Prof. Wahed Mohiuddin

Associate Professor,
Department of Management Studies,
Ramappa Engineering College, Warangal
wahedhr@gmail.com.
_________________________________________________________________________________
Abstract:
Over the last decade, firms large and small have begun overtly branding themselves as employers as well as
purveyors of goods and services. Drawing on an investigation of employer brands in practice, it examines the
impact on organizations and how the employer branding practices can be applied more extensively in this context.
This article attempts to focus on the importance of building an employer brand, its concept, need and significance.
Employer Branding is of immense importance to the both employer and well as employees. Every organization
tries to attract, retain and nurture the talent for better output. In the same way every employee/job aspirant tries
to join the best organization/employer accordingly. Employer branding enables the organization to project
themselves as much coveted and sought-after.
Key Words: Employer Branding, Retain, Impact, Nurture, Talent, Immense.
Introduction:
Employer branding is a tool to attract, hire, and retain the “right fit”. It also has an impact on shareholder value, creating
positive human capital practices, contribute to bottom-line. The Employer Brand concept was first conceived by People
in Business in the early 1990's to help organizations drive greater employee commitment to „the brand they work for' and
compete more effectively for talent. From an HR point of view branding is very important. If your organization has a
good brand image in the market, it will help you in getting right workforce at right time and at the same time you will
have a control over the employee cost. An organization with no brand name has to shell out lots of money to attract and
retain the right candidate
“Employer branding is the sum total of what employees think of an organization as an employer”. The employer brand
covers all associations that employees or potential employees have with the firm. This includes direct and indirect
experiences of dealing with the firm. Employer branding involves managing and communicating the image of the
organization to prospective hires, current employees and society at large. The employer brand helps to differentiate
organizations from their competitors by creating a distinct image of the total employment relationship and clearly
delineating the employment Value Proposition. In today's fierce competitive marketplace, the employer brand is a very
valuable tool in brand recognition, talent attraction and increased employee ties. Communicating about the Employer
Brand to the employees is important because if employees connect emotionally with the Organization and what it stands
for they are more likely to passionately believe in its products and services.
An organization will have a number of advantages due to strong employer brands. Even ex-employees talk well about
these Organizations. For example, they have strong Alumni clubs. A large proportion of their recruitment is through
internal referrals. For example, Honeywell Technology Solutions has employee attrition in single digit and over 50
percent employees are recruited through internal referrals. ICICI Bank‟s advertisement to existing and potential
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customers talks about Dependability (“ Hum hai na”), votaries of employer branding would claim that this external brand
promise would work only if employees feel that in turn they can depend on each other and on management of the Bank.
Wyatt‟s Human A “good company tag” is critical to a company‟s ability to attract, motivate and retain the best
and the brightest, thus gaining competitive advantage in the marketplace. Internationally, those companies that are
regarded as Best Companies to work for also yield higher returns for shareholders. In fact, employee attitudes are directly
linked with the company performance, according to Watson Capital Index. Additionally the companies that are
considered good for employer branding, have a strong identity and image in the marketplace. The employer brand has to
be aligned and congruent with what the company delivers to the employee, customer, public and shareholder.
Employer branding is concerned with building an image in the minds of employees. It is all about developing techniques
to attract potential employees communicate with them and maintain loyalty towards brand. A strong brand refers high
caliber employees, lowering hiring costs, hampers labour turnover, increases employee referrals and high level of
employee engagement. The Employer Brand can help draw the „right kind‟ of coworkers into the organization,
reinforcing the desirable elements of the work environment and helping to fulfill the promise of „the brand‟ for current
and new employees alike.
A company's employer brand is reflected in the actions and behaviors of leaders and is affected by company policies,
procedures, and practices and the same when well planned and implemented results in profitability of organizations. High
performers consider base pay to be the most important part of their compensation package. Interestingly, employees who
have high expectations of growth and development opportunities consider variable components of compensation almost
as important as base pay, whereas other employees have far greater interest in base pay. According to brett Minchington
of the employer brand institute, employer branding is “the image of the organisation as a „great place to work‟ in the
minds of current employees and key stakeholders in the external market (active and passive candidates, clients,
customers and other Key stakeholders).
Building An Employer Brand:
In the present corporatism, where companies compete for attracting the best of the talent, employer brand, sometimes,
becomes more relevant when compared to various critical factors like job profile and the compensation package.
Companies that are considered good employers have a strong identity and an image in the marketplace. Building such a
brand requires a lot of introspection by the company, and answering the questions, "what kind of company we are, and
want to become?" and "how do we live up to the expectations of our stakeholders? Coca-Cola and Siemens both
described employees as “ambassadors” for organizations. According to Vera Jannsens, vice president of corporate and
marketing communications at Siemens for southwest Europe, called employees "the best ambassadors in the external
world," saying that "they help in hiring and have a huge impact on external image." Reebok, owned by Adidas, is the
most recent example of corporate deafness. The company believes that the “toning shoe”, with its trademarked Easy
Tone technology, “promises better legs and a better behind”.
The factors that build employee branding are formed in pictorial view named as wheel of employee branding.
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Fig (1) Wheel of employee branding
Source: http://www.hrmindex.com/hr-forum/organisational-development/11013-the-concept-of-employer-branding
(Accessed on 4th Feb, 2012)
Need And Significance Of The Employer Branding
As peter Drucker said “A satisfied customer is walking Advertisement”. Employees are also significantly more likely to
recommend their company to others and claim it treats employees well. Through right branding, the company can recruit
the best talent and reinforce its positioning amongst its employees. It helps build trust and reliability. According to
Gautam Sinha, CEO, TVA Infotech, for employees who have spent three-four years in the industry, brand is high on the
list. It is easier to sell the company if it is a reputed brand. For those who have spent five years in any industry, it's the job
role that's important and for those with 10 year behind them, the job role becomes the most critical factor. It is also being
argued that in most cases, companies treat employer branding as a mere short-cut for attracting the talent. Instead of self-
analysis, the HR departments tie up with ad agencies to conjure up an image that may be attractive to their target market,
even if not their own.
Organizations like Google with strong employer brand hardly spend money in building the brand; instead they focus on
living the brand. Sasken, for example, has a stated 'People First' policy to emphasize that employees are the focus. Fedex
has a core philosophy of 'people - service - profit' to indicate what comes first. Managements must understand the core
value offering of the organization is to engage employees for being productive and responsive to customers. In the end, it
is believed that if the company takes care of people, people will take care of the company.
Consumers expect to pay more for strong brands. Best of all, companies can attract the same calibre of people and yet
offer significantly lower salaries than competitors with weaker employer brands. Most organizations are still struggling
with the challenges of understanding, measuring and then positioning their employer brands. The concept of an employer
brand has risen in prominence in recent years, every organization, no matter whether it chooses to proactively develop an
employer brand or not, has one. Therefore, more organizations are expecting their HR departments to ensure the
company has a desired employer brand which is able to attract, motivate and retain the right employees. In order to
achieve its desired outcome, an employer brand needs to be aligned to the corporate brand. It is a misconception that the
employer brand is just visible to employees or potential employees. In addition to employees, wider stakeholders such as
customers, shareholders, analysts and suppliers also see and experience the employer brand and react to it positively or
negatively. Marketing typically adopts a selling approach whereas HR tends to favour a consultative approach. Both
approaches together are a winning combination to develop and embed an employer brand in an organization.
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Benefits Of Employer Branding:
Employees prefer Organizations with good brand because they offer identification and affect joining decisions.
Employees get additional functional and emotional value from branding attributes for which they are willing to join,
serve and build career. Information of branding helps companies to optimize cost of sales, uncover potential threats and
opportunities to brand image, uncover discrepancies between the desired and the actually perceived image, maximize the
acquisition of new customers and market penetration, minimize the loss of current customers, hence an increase in
customer base, safeguard and increase the revenue stream, improve marketing and sales planning.
YES BANK, India‟s new age private sector Bank, received the Continuous Innovation in HR Strategy award at The India
times Mindscape Employer Branding Awards 2007 held on January 13, 2007 in Mumbai. These awards were instituted
to recognize the pursuit of excellence in Human Resources across the Indian Corporate Sector. Mr. Rana Kapoor,
Founder / Managing Director and CEO, YES BANK, said, “Progressive and innovative HR practices followed to grow
and nurture Human Capital at YES BANK.
In this challenging and increasingly competitive world, a consistent employer brand can help to attract and retain high
performing employees.
Employer brand help the company in identifying, managing attrition rate, employing the right people.
It also helps the company to succeed and cope with the conditions even in vexed time. Most employees prefer the
company which has strong values.
A strong employer brand can pool a stream of talented people who can fit for the organization and also makes the
recruitment process easier and healthy.
It is the brand that attracts potential employees and gives opportunities for growth and development and also fulfills their
dreams. In today‟s shrinking labour force and acute shortage of skilled employees, brand helps the employer to become
an employer of choice.
It creates a knife edge in competitive markets.
It creates organizational citizenship Behaviour.
It creates a value chain of human resources who live longer time with the organizations
Fig (2) Employer Brand of the Year 2007- 08
Employer Brand of the Year 2007- 08 Mahindra & Mahindra Ltd.

Employer Brand of the Year 2007- 08 (1st Runners up) HDFC Bank Ltd.
Employer Brand of the Year 2007- 08 (2nd Runners up) Infosys BPO Ltd.
Employer Brand of the Year 2007- 08 (3rd Runners up) Pepsico India Holdings Pvt. Ltd. (FritoLay
Division)
Source: http://www.employerbrandingawards.com/Mumbai%202008.html (Accessed on 4th Feb, 2012)
Fig (3) Employer Brand of the Year 2008 – 2009
EMPLOYER BRAND OF THE YEAR 2008 – 2009

ICICI Prudential Life Insurance Company Ltd.
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Fig (4) Employer Brand of the Year 2010-2011
BEST EMPLOYER OF THE YEAR 2010-2011

Hindustan Unilever Ltd.
Fig (5) Top 20 Employer Brands of India
1. LG Electronics India Pvt. Ltd.

2. ICICI Bank Ltd.
3. Mother Dairy Fruit & Vegetables Pvt. Ltd
4. Reliance BIG Entertainment Pvt Ltd.
5. Tata Teleservices Ltd.
6. CEAT Ltd.
7. HDFC Bank Ltd.
8. Xerox India Ltd.
9. Standard Chartered Bank
10. Cadila Healthcare Ltd.
11. Steria (India) Ltd.
12. TATA Motors Ltd.
13. Dr. Reddy‟s Laboratories Ltd.
14. Lafarge India Pvt. Ltd.
15. GroupM
16. HCL Technologies Ltd.
17. Broadridge Financial Solutions (India) Pvt. Ltd.
18. IDBI Bank Ltd.
19. Hexaware Technologies Ltd.
20. Kingfisher Airlines Ltd.
Source:http://www.employerbrandingawards.com/Mumbai%202010.html (Accessed on 4th Feb, 2012)
Fig (6) Award For Excellence In Hr Through Technology
1. Dr. Reddy‟s Laboratories Ltd.

2. Adea Technologies Pvt. Ltd.
3. Amara Raja Batteries Ltd.
4. CavinKare Pvt. Ltd.
Source: http://www.employerbrandingawards.com/Hyderabad%202009.html (Accessed on 4th Feb, 2012)
Fig (7) BEST EMPLOYER BRAND AWARD
_________________________________________________________________________________________________
Insurance ICICI Lombard General Insurance Company Ltd.
Automobile Toyota Kirloskar Motors Pvt. Ltd.
Pharmceuticals Dr. Reddy's Laboratories Ltd.
Hospitality Taj Krishna (Taj GVK Hotels & Resorts Ltd.)
Manufacturing Titan Industries Ltd.
Petrochemicals Chennai Petroleum Corp. Ltd (CPCL)
Electronics Amara Raja Batteries Ltd.
Telecommunication / Mobile ( Private Sector ) Bharti Airtel Ltd.
Bank ( Public Sector ) Canara Bank
Bank (Private Sector) The Dhanalakshmi Bank Ltd.
Oil & Gas (Private Sector) Gulf Oil Corporation Ltd.
IT & Software Broadridge Financial Solutions India Pvt Ltd.
FMCG United Breweries Ltd (UB Group)
BPO Hinduja Global Solutions Ltd.
Airlines & Aviation Spice Jet Ltd.
PSU NMDC Ltd.
Logistics ITW India Ltd.
Media / Entertainment The Hindu
19. Public Relations 20:20 Media
Source: http://www.employerbrandingawards.com/Hyderabad%202009.html (Accessed on 4th Feb, 2012)
The following are the facts of the “Employer branding”.
1. Brand of the employer is the most important factor but at entry level only. As one moves higher in his career, brand
name becomes of little significance as job role takes over.
2. Employer branding has failed to find a consistent home within organizations. The multidimensional nature of an
employer brand is testing companies to find a department which can best manage its objectives, practice and resources.
The management of anything without its required accountability rarely succeeds. Therefore, the employer branding
strategy should be the responsibility of the entire organization, where the strategy‟s primary responsibilities of employee
retention and recruitment are housed.
3. As the attrition rate of skilled workers increases, organizations must clearly and effectively communicate their ability
to deliver a satisfying and fulfilling employee experience. Organizations who develop innovative and compelling
strategies to attract and retain workers will be the clear winners.
4. Many organizations are unclear on how to develop and implement an employer brand. This emerging strategy will
gain in strength as companies translate consumer branding best practices and develop persuasive employer brands in the
eyes of current and prospective employees.
5. Employer branding will gain strength and effectiveness with its consistent use and constant vigilance in ensuring that
the employee work experience is meeting/exceeding the expectations communicated by the employer brand. Companies
with strong employer brands will have loyal and committed employees.
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6. Most companies are deploying employer branding as a reaction to employee attrition. Large segments of the worker
population do not strongly differentiate between their current employer and other.
7. Workers would be willing to leave their current employment if the right opportunity came along their way. Companies
should develop strong employer brands not as a reactive prescription to the retention issue, but as a proactive strategy to
increase worker engagement, drive productivity, differentiate their organization and increase worker loyalty.
The important five reasons why employer branding should be a vital management tool for every organization and
company today are listed as:
1. Scarcity Of Skill And Inventory:
As there is an acute shortage of skilled people, companies that are perceived to be attractive employers can find easy to
attract top talent. With the emergence of china, Russia, India and Brazil competition has increased with regard to skilled
and talented people. Companies are finding it difficult to retain the people due to global competition. It is one of the
reasons for employer branding to become important.
2. High Expectations:
Due to global economic recession companies are cutting their costs so as to increase their productivity. In today‟s world
to be successful, the companies need a sound HR Planning and place right people in the right jobs. HR Branding results
in proper recruitment and retention of top talents. Companies can attract talent by properly communicating the work
environment thus increasing the number of people with the right skills in the correct positions. As a result of this high
expectations from available human resources are stressed upon.
3. Leveraging Growth:
To maintain a competitive edge over others hiring and retaining a top talent is essential .There are certain critical areas
where experienced and people who possess certain knowledge only can do the work. In such cases the company has to
identify and explore the services of the right skills. People are the assets of the organization. The organization which goes
with branding can increases their revenue.
4. Penetration:
Those brands which are highly respected can easily penetrate into the talent market and attracts potential and high
performing employees. So employer brand has an impact on market. Unpopular brands cause disequilibrium. An
Employee feels pride and privilege to work in such organizations which is known for its reputation.
5. Competitive Advantage:
Branding helps the employer to constantly maintain the image of the organization. Being a desirable employer can retain
the top performers and can have competitive advantage and employees want to work for those organizations which are
high in demand for skilled people. To create the image of the organization, well committed, profitable and result oriented
employees striving for citizenship of organization are requested who can create a competitive advantage over others.
Conclusion:
The employer has to build a brand that reflects its business and culture and should communicate to targeted employees.
Besides the company needs to share and live up as a brand. The employer brand may not remain a secret for HR
professionals, but should be widely disseminated and shared within and outside the company. Employer brands help the
organizations to attract the talented employees and retain them. Popularity, reputation, perception and image of the
organization in the job market builds on both the attractiveness in factors that are of fundamental importance. Developing
an employer brand requires the identification of the attributes and values of a company. Thus it can be concluded that not
only there is a need of creating a job satisfaction in the minds of employees (Internal customers) but also there is an
urgent need of creating this positivism in the minds of external customers and stakeholders. It is to be noted that the
organizations should build those bricks (employees) which requires less cementing with high cohesiveness. Employer
branding sells your workplace culture, values and goals to potential and existing employees. By attracting and retaining
people with the right fit, you can create a more productive workforce and position your organization for long term
success.
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References:
1. Nassom-HR Connect Issue 2, June, 2006 published by Accor services

2. Pamela Divinsky, Listening is the New Engagement, Oct 2003, retrieved from http://www.divinskygroup.com/blog/
3. Simon Barrow and Richard Mosley (2005), “The Employer Brand bringing the best of Brand Management to People
at Work”, John Wiley and Sons Ltd.
4. Vijayakumar, V.T.R, Asha Parvin. S and Dhilip, J. “Employer Branding for Sustainable Growth of Organisations”,
International Journal of Research in Commerce & Management, Volume N0: 2 (2011), Issue N0. 3 (MARCH)
ISSN 0976-2183
5. Vijit Chaturvedi, “Employer Branding: A Ripple effect for organizational effectiveness”,
http://www.indianmba.com/Faculty_Column/FC669/fc669.html
6. Amy Moore of Aardvark Writing, “What's in a Name? Why Employer Branding Matters”, retrieved from
http://www.jwtinside.com/docs/whats_in_a_name.pdf on 4th Feb, 2012 at 3.14 PM
7. http://resources.greatplacetowork.com/article/pdf/do_you_know_your_employer_brand.pdf
8. http://www.sasken.com/
9. http://www.modis.co.uk/uploads/content/files/Employer%20branding%20essentials.pdf
10. http://www.cadburyindia.com
11. http://www.yesbank.in/
12. http://www.paconsulting.com/introducing-pas-media-site/highlighting-pas-expertise-in-the-media/opinion-pieces-by-
pas-experts/hr-zone-is-employer-brand-an-hr-responsibility-18-march-2008/
13. http://www.citehr.com/87974-employer-branding.html (Accessed on 4th Feb 2012)
14. http://www.loyaltyworks.com/incentiveindustrynews/incentive-programs/hr-experts- employee-branding-is-an-
important-strategy/
15. http://www.hrmindex.com/hr-forum/organisational-development/11013-the-concept-of-employer-branding
16. http://managehrnetwork.blogspot.in/2010/06/building-employer-brand.html (Accessed on 4th Feb 2012 at 10. A.M)
17. http://www.naukrihub.com/hr-today/employer-brand-building.html (Accessed on 4th Feb 2012 at 12.27 P.M)
18. http://www.marketingmagazine.co.uk/news/162069/ (Accessed on 4th Feb, 2012)
19. http://www.paconsulting.com/introducing-pas-media-site/highlighting-pas-expertise-in-the-media/opinion-pieces-by-
pas-experts/hr-zone-is-employer-brand-an-hr-responsibility-18-march-2008/ (Accessed on 4th Feb, 2012 at 01.18
PM)
20. http://managehrnetwork.blogspot.in/2010_06_01_archive.html (Accessed on 4th Jan 2012 at 11.03 A.M)
21. http://www.moneycontrol.com/news/business/yes-bank-recognized-for-hr strategy_261893-0.html (Accessed on 4th
Feb, 2012. at 10.20 A.M)
22. http://www.employerbrandingawards.com/Mumbai%202008.html (Accessed on 4th Feb, 2012)
26. http://www.employerbrandingawards.com/Hyderabad%202009.html (Accessed on 4th Feb, 2012)
27. http://www.gallup.com/consulting/122909/employment-branding.aspx (Accessed on 4th Feb, 2012 at 3.09 PM)
28. http://www.bcjobs.ca/content/index.cfm?objectid=E2906CE7-1372-5900-AD2F86F6CACF71DD (Accessed on 4th
Feb, 2012 at 2.45 P.M)
_________________________________________________________________________________________________
29. http://www.bcjobs.ca/re/hr-resources/human-resource-advice/employer-branding/being-an-employer-of-choice
(Accessed on 4th Feb, 2012 at 2.50 P.M)
30. http://203.47.48.16/default.aspx?content=/channels/Building_and_sustaining_business/Sales_and_marketing/Marketi
ng/YourEmployerBrand.xml Accessed on 4th Feb, 2012 at 2.55
31. http://www.cipd.co.uk/hr-resources/factsheets/employer-brand.aspx (Accessed on 4th Feb, 2012 at 2.51 P.M)
32. http://authenticorganizations.com/harquail/2011/05/17/3-ways-that-employer-branding-can-benefit-current-
employees/
33. http://www.employerbrandingtoday.com/uk/2010/03/25/employer-branding-five-reasons-why-it-matters-five-steps-
to-action/ (Accessed on 4th Feb, 2012 at 3.05 PM)
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Emerging Competencies for Human Resources in Library and Information
Centers: A Catalyst for improving Quality of Library Services
Dr Shabir Ahmad Ganaie
Faculty Member, Department of Library & Information Science
University of Kashmir,Srinagar-190006 India.
shabir311@rediffmail.com
_________________________________________________________________________________________________
Abstract:
Introduction
Libraries and information centers are established with the sole purpose of collecting, organizing, preserving and
disseminating the information available in multiple formats like print, digital or audio visual formats. However,
effective and efficient services provided by the libraries and information centers depend on the staff (Human
Resources) working in these libraries and information centers.
Purpose – The aim of the paper is to highlight the prevailing information landscape and the competencies in the
field of library and information science (LIS) profession in such information landscape.
Design/methodology/approach – This study is based on the review of literature related to the theme of the topic
and published in the journals, book articles and other sources of information.
Findings – Library and information science (LIS) profession is a dynamic and vibrant field and is witnessing
transformation after transformation in the wake of changes in intellectual environment, media formats and
patrons approach to information. This vibrant and dynamic nature demands that competencies related to this
profession are supposed to change accordingly.
Keywords: Library, Information Science, Human Resources, Competencies, Profession
1. Introduction:
Almighty Allah (God) has created man and has gifted him with so many faculties. Man is defined as a rational animal
because he is gifted with the faculty of thinking. Right from man‟s creation till today/this moment, human beings are
engaged in exploring unknown. Human beings have curiosity and urge to find something new. Social forces, social needs
and many other factors are responsible for the generation and production of new ideas, new thoughts, new guidelines and
new methods used for tackling new problems and challenges posed by the time.
Something becomes knowledge, when it is known to someone, to know is not sufficient, it is essential for others to
know that one knows. This was made possible by man in the past through recording his ideas and feeling on stones, clay
tablets, palm leaves etc. With the emergence of these records, foundation of libraries was laid by human beings. As
such libraries were developed from time immemorial, when man started creating manuscripts on clay tablets, papyrus
strips or skin of animals for conserving and preserving his ideas, not only for himself and his contemporary generations
but also for coming generations. With the passage of time man used paper for recoding his ideas. Invention of printing
press in the 15th century resulted in the mass production of books and libraries started acquiring more and more books.
Production and popularity of micro literature like journals, magazines, newspapers, patents etc brought about new
challenges to the libraries. However, libraries in the past were focusing more and more on the storage and preservation
of information materials. Information and communication technologies (ICT) have penetrated into every activity of
libraries and have brought changes into both house keeping operations and services provided by these libraries. These
changes in traditional libraries have led to the creation of libraries with different nomenclatures like automatic libraries,
electronic libraries, digital libraries, virtual libraries, libraries without walls etc .
2. Prevailing Information Landscape:
Societies change with the changes occurring in their environments. Present age is the age of information. Information is
playing very important role in the progress and prosperity of the societies. Societies that have realized the power of
information and are using it (information) to increase their efficiency, to stimulate innovation and to increase their
effectiveness and competitive position often through improvements in the quality of goods and services that they produce
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are labeled as information societies. An information society is a society in which the creation, distribution, diffusion,
uses, integration and manipulation of information is a significant economic, political, and cultural activity. Individuals in
any information society are facing a number of information related problems like information explosion, information
overload, information anxiety etc. Information Explosion is the phenomenal growth in information generated at
tremendous rate. Human beings are drowning in the ocean of information. In the words of Lymen & Varian(2000)
world produces 1.5 billion gigabytes of unique information every year. Approximately it equates to roughly 250
megabytes for every man, woman and child on the earth or the equal textual content of 250 books each. A number of
factors are responsible for information explosion. Katz (2002) reports that the invention of printing in the mid-15th
century, the wide distribution of books by the 16 th century, the growth of literacy among the middle classes in the 17th
and 18th centuries, and the 19th century‟s mass education movement increased both the amount and the demand for
information. The invention of electronic media, especially the Internet, has contributed immensely to the information
explosion. Information and communication technology (ICT) has played a pivotal role for the emergence of information
explosion. If the invention of printing has prompted an increase in information generation, ICT has multiplied it. Internet,
web 2.0, social networking has multiplied the quantity of information manifold.
Information explosion leads to information overload. Information overload is excess of information that results in the
loss of ability to make decisions, process information expeditiously, and prioritize tasks effectively. In this information
overload environment, it is very difficult for the user of information to locate a particular piece of information and then to
judge whether a particular piece of information is relevant or irrelevant. This dilemma leads to Information anxiety.
All these problems can be reduced to a great extent by the library and information professionals by providing a variety of
information services.
3. Libraries In The Emerging Landscape:
Libraries and information centers in the present world have undergone lot of changes. There has been a paradigm shift in
the concept of library and information centers. Libraries in the present world have shifted their focus from:
 Preservation to utilization
 Possession to Access
 Paper media to other media
 Print publishing to electronic publishing
 Caretaker to gatekeeper
 Isolation to Consortia
 Free services to Fee based services
 Manual process to Mechanical process (automation)
 Manual practices to Technological practices
 Traditional libraries to virtual libraries
 Librarian to cybrarians
 Polymedia to multimedia (Corall, 1995; Jagtar & Malhan, 2010;, Myburgh, 2005; Thomas, Satpathi &
Satpathi,2010)
4. Human Resources In Libraries:
The success of any library, no matter how well designed or equipped, depends ultimately on the quality and number of
personnel working in it. Staff in the libraries is acting as a bridge between the sources of information and user of
information. This bridge will be strong enough if the human resources of the libraries are competent enough to deliver
their respective responsibilities in a professional manner. Effective utilization of the financial resources, physical
resources, information resources etc in the library depends upon the human resources available in the libraries. Thus it is
essential that human resources (library and information professionals) of any library must be competent enough to
achieve the mission and goals of that library.
5. Competencies:
Competencies are combination of skills, knowledge and behaviors important for organizational success, personal
performance and career development. A competence is a bundle of skills and technologies rather than a single discrete
_________________________________________________________________________________________________
skill or technology to function in a particular way. However, competencies once defined cannot be taken as either
universal or immutable. These are constantly evolving in order to remain relevant and their application is dependent on
the context in which they are applied.
5.1 Emerging Competencies
In the changing environment library professionals are supposed to know the nature of the changes and design
competencies accordingly. Table 1 gives a periphery look on these changes and respective competencies (Kigongo,
2007). Computerization, electronics and telecommunications have resulted in the alterations of almost every function
performed in libraries today. LIS professionals in the changed scenario will have to assume the role of analyzers,
synthesizers and interpreters of knowledge rather than to be content with acquiring, organizing and providing information
when asked for. The role of traditional librarianship is changing into cybrarianship to include the tasks of scanning,
filtering, selecting, organizing and packaging the information flooding the world day in and day out. LIS professionals
are now supposed to change from gatekeepers of information to gateways of information by performing activities as
information audits, training in information literacy, and by helping their users to navigate through the world of
information more meaningfully.
Table 1
Competency in Changing Environment
Nature of Change Competencies Required
Technological change Computer and information literacy, ICT competencies and managerial
skills, use of facsimile, electronic mail system, computer networks, the
internet, database management, etc
Economic change Marketing, public relations, business and information management

techniques, negotiating skills & techniques etc
Political changes Knowledge of national and international information systems and

knowledge in international relations
Social change Learning foreign language in order to communicate & work globally
Librarians not only need the basic core competencies regarding traditional skills and professional knowledge but also
require a new brand of skills in terms of “flexibility, lifelong learning, people‟s skills, technological skills, business skills
including marketing negotiations (Buttler & Rosemary, 1996; Lettis, 2000; Newman, Porter &Yang, 2001; Ojala, 1993).
LIS profession has moved out from the four walls of library and is now acting as active players in the universe of
knowledge. Librarians are no more treated as „custodian‟s of knowledge houses‟ but are now acting as “Creators,
Collectors, Communicators, Consolidators”. Numerous websites are devoted to these “new librarians of 21 st century—the
new breed librarians, anarchist librarian, the shifted librarian, progressive librarian, street librarian or modified librarian”.
Different names are now used for representing the person belonging to the profession of LIS like information scientist,
information manager, knowledge worker etc. All these features have a call for LIS profession and the call is to tune the
profession with the changes and developments occurring in the environment at national and international level and frame
the competencies accordingly. Some of the competencies in this changing information landscape include:
A. Philosophical Competencies
Where the focus is on developing among the professionals understanding about the mission of libraries, their social and
historical background, their role in different sectors of the society, laws governing the activities performed in libraries,
library profession and its ethical values , associations at national, international and global levels etc. By possessing the
philosophical competencies library professionals can take right decisions at the right time. Knowing the objectives and
the mission of organization librarian can build the collection of information sources that are relevant to the needs and
requirements of the workers working in the organization.
B. Managerial Competencies
Library and information professionals must possess managerial competencies. In libraries there are different resources
like physical resources, financial resources, human resources, intellectual resources etc. in order to mobilize these
_________________________________________________________________________________________________
resources in an effective and efficient manner, library professionals must be competent. Managing library services like
CAS, SDI, translation services, interlibrary loan, document delivery Services, conducting research related to library and
library use. Librarian must possess leadership skills; know how to motivate his subordinates; know how to market the
library products; how to bring change in the system etc.
C. Technical Competencies
Where the focus is on performing technical activities like collection development including Identification and Selection
of information resources, Acquisition, Classification, Cataloguing, Circulation, Maintenance, Preservation, Information
storage and retrieval, indexing, abstracting, documentation, reprography, etc. in the electronic era library professionals
must know the trends in organization of documents like concept of metadata, doubling core ets.
D. Technological Competencies
Where the focus is on technologies and technological gadgets applied in performing activities in libraries and
information centers e.g. Computer hardware and software, networking, consortia, institutional repositories, digital
libraries are the areas to be included in the technological competencies. How to deal with the electronic and digital
sources of information like databases, e-books, e-journals, consortia, etc must be known to the library professional.
E. Personal Competencies
Personal attributes of any library professional like his/ her communication skills, flexibility, interpersonal skills,
problem solving, self confidence and self motivation like features are playing a very important role in performing the
job in an effective and efficient manner.
1. Conclusion:
The impact of information in all spheres of society coupled with the utilization of IT development for access and
utilization of information are dramatically changing the face of the libraries and information institutions. Knowledge
based societies are the reality of the near future where information and knowledge will act as a key to the development of
a nation. The transition to knowledge based societies will be dependent upon the capability of creation and organization
of information and knowledge. In this changing scenario, the custodian role of library and information professionals is
changing to the role of facilitators and distributors. This change is very much visible in case of developed countries
where the employment market constitutes different types of information related activities with a combination of
traditional skills of library and information science and technological skills.. Apart from the traditional library related
work, the emerging market of LIS professionals are in the area of information creation including communication and
consolidation, user support, content development and management, information resources management and services,
information system design and administration, information retrieval etc. Most of these require special skill development
with varieties of practical input.
References :
2. Buttler, Lois & Mont, Rosemary Du. (1996). Library and information science competencies revisited. Journal of
education for library and information science. 37(1).
3. Corrall, Sheila (1995). Academic libraries in information society. New Library World. 96(1120), 35-42.
4. Jagtar Singh & Malhan , I.V. (2010). Trends and Issues in LIS Education in India. Retrieved April 20, 2006
from
5. http://conf.euclid-lis.eu/in dex.php/IFLA2010/IFLA2010/paper/view/15/15
6. Katz, W. A. (2002). Introduction to reference work volume: Basic information services. 8th ed. New York:
McGraw-Hill.
7. Kigongo-Bukenya. (2007). Taking a bull by the horns: the case for inculcating appropriate theory and
competencies to the information professionals to face challenges of new information era with special reference
to Maskereri university main library Uganda. Retrieved May 26, 2007 from
8. http://archive.ifla.org/IV/ifla73/papers/Sat1-Kigongo-Bukenya-en.pdf
9. Lettis. L. (2000). The future of information professionals—size the day. information Outlook. 4(5), 25-27.
10. Lyman, Peter and Varian, Hal (2000). How much information. Retrieved May 26, 2007 from
11. http://quod.lib.umich.edu/cgi/t/text/text-idx?c=jep;view=text;rgn=main
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12. Myburgh, S. (2005), The New Information Professional: How to Thrive in the Information Age Doing What
You Love, Chandos Publishing, Oxford.
13. Newman, N.C, Porter, A.L & Yang, J. (2001). Information professionals: changing tools, changing roles.
Information Outlook. 5(3), 24-28.
14. Ojala, Marydee. (1993). Core competencies for special libraries of the future. Special Libraries, 84, 231-34.
15. Thomas, V.K., Satpathi, Chitra & Satpathi, J.N. (2010). Emerging challenges in academic librarianship and role
of library associations in professional updating. Library Management. 31(8/9), 594-609.
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Training & Development: A Study of Private Banks
Prof. Shefali
Asst Prof. (Management), Gurunanak College ,Budhlada
Prof. Sangeeta
Asst Prof. - Rayat & Bahra college, Hoshiarpur
kakkar987@yahoo.co.in
_________________________________________________________________________________________________
Abstract:
This study is about Training and development of employees working in private sector banks at different level of
management .Training enables an employee to do his present efficiently and prepare them for a higher level job.
The objective of the study is to know the perception of employees regarding training and development& to
identify the employee benefits from the training and development. The data collected through questionnaire from
the employees who work in sector banks like ICICI, HDFC &Axis bank and analysis is done through percentage
method. Results showed that employees agree that they get benefit from the training programs by moving from a
lower level position to a higher level position and may led to changes in duties and responsibilities, working
conditions etc.
Introduction:
Training and Development is the framework for helping employees to develop their personal and organizational skills,
knowledge, and abilities. The focus of all aspects of Human Resource Development is on developing the most superior
workforce so that the organization and individual employees can accomplish their work goals in service to customers.
But nowadays, a new concept has come with these trainings which are “Trainers through trainees”. While training their
employees in large quantities, many countries use that method in present days to reduce their training costs.
Training Need Analysis-Training need analysis is conducted to determine whether resources required are available or
not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where
training might not be appropriate but requires alternate action.
Review Of Literature:
Verma and Goyal (2011) conducted a study that Training and development plays a important and holds more
importance, as it deals with knowledge of workers. Training enables them to carry out these roles and responsibilities
efficiently and also learn new things, which will prepare them to take up higher responsibilities in the future. Agarwal,
V (2011) study emphasis the attitude of employees towards Training and Development programs affect their
performance. In this research paper the hypothesis taken up for conducting the research was true and training and
development programs adopted by LIC help in improving employee’s performance. Khan and Khan (2010) -. Results
show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on
Organizational Performance and all these have positively affect the Organizational Performance. It means it increases the
overall organizational performance .Subrahmanian, M (2010) Training is inevitable as it develops the skills and
knowledge of the employee and enables them to take up challenging jobs. Training builds up self-confidence in the
minds of employees. Each trained person has the responsibility to justify the results of the program as they contribute to
the organization’s productivity and profits. The central theme of the study is evaluating the training program in India
Karthikeyan and Karthi (2010) conducted a study that employee training is becoming a necessity to every
organization now-a day. The aim is to assess the effectiveness of the various facets of training i.e. employee’s attitude
towards training inputs; quality of training programs; training inputs and application of training inputs to the actual job.
Markan, R (2009) had done study that training and development programs are specially designed to increase the
competency level of managers who are efficient in performing various functions. The training programs credibility
depends upon the utilization and relevance of the managers needs. Many times employees often develop some sort of
resistance towards learning in training and development programs because of negative attitude towards organization.
Abdullah, H (2009) the objective of this study is to examine challenges to the effective management of HR T&D
activities. The study revealed three major challenges to the effective management of HR T&D. These include a shortage
of intellectual HRD professionals to manage HR T&D activities, coping with the demand for knowledge workers and
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fostering learning and development in the workplace. Aguinis and Kraiger (2009). The literature focusing on the
benefits of training and development for individuals and teams, organizations, and society. We adopt a multidisciplinary,
multilevel, and global perspective to demonstrate that training and development activities in work organizations can
produce important benefits for each of these stakeholders. Mishra, P (2008) studied on training and development need
analysis for ushering change. Organizational, operational knowledge and experience of staff were seen. After getting
training employer will gain training. Training is required for keeping employees updated with new trends. Training helps
in gaining advantage and meeting competition.
Chen and Sok (2007) his article is to explore the elements of training conducted by commercial banks and to examine
their relationship with training effectiveness. This research provides a good framework for commercial banks in other
developing countries to compare. A cross-cultural study is also proposed for future research. Padhi and Dash (2007)
had done the study and concluded that training costs can be significant in any business. Most employees are satisfied
with the training activities. Employees need to be consulted before sponsoring for training program. Such contacts help
to know the pre training mindset of the employees. Hence, may be implemented. The implementation of strategies on
training inputs is considered as a team effort. Hence, the trainee and his superior should discuss after the training session
and find out the strategies for implementation
Venkatesan, J (2007) conducted a study to understanding the various methods adopted and measuring its efficiency.
Training can bring about an improvement in a person’s Knowledge, Skills, and Attitude. Thereby raising his potential to
perform the job better. Training and Development represents a complete whole that triggers the mind, emotions and
employees' best work performance. Ganesh and Raghurama (2007) the study reveals that the perception of employees
on various programs was studied on bank employees.
Raju, B (2006) conducted survey on the various aspects of training and management’s attitude selection process, training
quality and design impact of productivity and post training assessment in different categories of banks in Coimbatore
.Handa and Kundu (2006) conducted a study on Indian and multinational enterprises, it reveals that multinational
executives seemed to have higher training and development satisfaction comparatively more than National enterprises in
identification of training needs. Bean, R (2006) had done study to identify and document the nature, extent, status, best
practice approaches and effectiveness of cross-cultural training as a strategy for achieving multicultural policy objectives
greater.
Das and Kuma (2005). The study observes that training and development strategies of IT service companies in Kolkata
are at par the Indian industry standards. The Indian IT companies as well as their multinational counterparts provide
training and learning supports to their professionals not only for present requirements but also for future growth.
Green and Skinner (2005) in increasingly competitive business environment organizations have sought to increase
productivity and reduce costs. The consequences of this for many employees include increase workloads, longer working
hours and greater time pressure which the evidence suggests are linked to stress, high rates of absence and turnover. At
the same time there has been an increasing emphasis on the desirability of achieving work life balance for individuals.
Politt (2005) conducted a study on a organizations were conducting training programs which had resulted into various
skill gaps. For a group of key managers behavioral training needs were identified accompanied by performance appraisal
process. Peak, J (2005) had done a study to evaluate training effectiveness as a function of the nature of the relationship
among client organizations and external training providers, the training needs assessment, and the nature of the training
program.
Glaveli and Kufidu (2005), in their paper analyzed the changes that took place in the Greek banking industry in the last
years, their impact on the role of employees training and development for strategy implementation and success, using
four case studies to investigate the effect of the environmental changes on these particular banks and the role of their
training and development strategies in adjusting themselves to the changing industry environment.
Wang and Greg (2006) in his article, examines the training programs evaluation which is divided into two categories -
the formative and the summative evaluation. Formative evaluation is intended to provide information for the
improvement of program design and development while summative evaluation is centered on training outcomes to
identify training benefits in the form of learning and enhance on-the-job performance. Rainaye, R (2004), had
empirically examined the training policy in two commercial banks. The focus is on the various facts of training including
Management’s attitude towards training, training inputs, quality of training programs and transfer of training to the job.
Bannerje, A (2004) in his research has stated that the employee training represents a significant expenditure for most
organizations; yet, for the majority, it fails to achieve the best possible results, because, training is viewed tactically
rather than strategically. Ogunu, M (2002) in his study has tried to evaluate the management-training program, with a
view to determining its effectiveness.
_________________________________________________________________________________________________
Richards, J (1997), Management Training-the Real Objectives views that while embarking upon a management
program, the real objective must be to focus on the individual manager, not the position in the company.
Lane, M (1990) Management development program are increasingly being studied and evaluated regarding efficiency
and effectiveness. Kazmi and Ismail (1987) these authors present the findings related to the use of 16 training and
development evaluation methods in 4 trainer groups such as public enterprises, private enterprises, autonomous training
institutes, consultancy organizations. It was also discovered that all the 7 levels of evaluation (reaction, knowledge,
skills, attitude behavior performance and ultimate levels), reaction level evaluation has been ranked number one by all
the 4 trainer groups at the most important evaluation level.
Research Methodology:
Objectives:
 To study the perception of employees regarding training and development.

 To identify the employee benefits from the training and development.
Design of Research
Descriptive
Data Collection
a.) Primary Data: Primary data is collected through questionnaire which is filled by 80 respondents, from the private banks
employees.
b.) Secondary Data: Secondary data is collected through Magazines, books, newspaper & website.
Sampling Unit-Sample unit for the purpose of present study is the employees working in private sector banks at
different level of management.
Sample Size: Total sample size is 80 which are filled by the respondent from different private sector banks. The
respondents are from Hoshiarpur, Mahilpur and Garhshankar bank branch.
Sampling Technique: Convenience sampling
Sampling Instrument: The data collected through questionnaire from the employees who work in private sector banks.
80 respondents were taken for the study and the analysis done on the basis percentage method.
Scope of the Study -In this project total sample size is 80. The area covered for present study is Hoshiarpur , Mahilpur
and Garhshankar bank like ICICI Bank, HDFC Bank and AXIS bank.
DATA ANALYSIS AND INTERPRETATION-

Training leads to better roles & responsibilities
100 100
90
80
80
70
60
52.5 Agree
50 Strongly agree
42 40 Neutral
Disagree
30
20 25
20
10 9 11.25
5 40 6.25 5
Number
Percentage
of respondent
of respondent Figure 4.1
Interpretation: In figure 4.1, it is shown that 58.75% employees says they agree with the statement that training is
given for better understanding of roles and responsibilities and 5% remain neutral and 36.25% employees are disagree
with the statement.
Table 4.2 Training provides solutions to a personal problem.
_________________________________________________________________________________________________
Particulars Number of respondent Percentage of respondent
Agree 18 22.5
Strongly agree 5 6.25
Neutral 3 3.75
Disagree 17 21.25
Strongly disagree 37 46.25
Total 80 100
Figure 4.Interpretation: In figure 4.2, it is shown that 28.75% says that training gives solution to a personal problem
and 3.75% employees remain neutral about the statement and 67.5% employees says that training does not give solution
to a personal problem.
Table 4.3 Training deals with promotion and transfers.

Agree 18 22.5
Strongly agree 32 40
Neutral 9 11.25
Disagree 18 22.5
Total 80 100
100
90
80 Agree
70
Strongly agree
60
50 Neutral
40 Disagree
30 Strongly disagree
20
Total
10
0
Number of respondent Percentage of respondent
Figure
4.3 Interpretation: In figure 4.3, it is shown that 62.5% employees are agreed. Majority of employees says that training
is given for promotion and transfers and 11.25% employees remain neutral about the statement and 26.25% employees
are disagree with the statement.
Table 4.4 Training gives new knowledge and technological guidance.

Agree 12 15
Neutral 8 10
Disagree 4 5
_________________________________________________________________________________________________
Total 80 100
100
80 Agree
Strongly agree
60
Neutral
40 Disagree
Strongly disagree
20
Total
0
Figure 4.4-Interpretation: In figure 4.4, it is shown that 81.25% employees says that employees get new knowledge
and technological guidance by attending training programs and 10% employees remain neutral about the statement and
8.75% employees are disagree with the statement that training gives new knowledge and technological guidance.
Table 4.5 Training gives managerial skills for solving daily routine problems.

Agree 42 52.5
Neutral 5 6.25
Disagree 20 25
Total 80 100
Number of respondent
Agree
Strongly agree
Neutral
Disagree
Strongly disagree
Total
Figure 4.5
Interpretation:
In figure 4.5, it is shown that 61.25% employees agree with the statement that training provides managerial skills for
solving daily routine problems and 6.25% employees remain neutral about the statement and 32.5% employees do not
agree with the statement.
Table 4.6 Training gives relaxation from routine work.

_________________________________________________________________________________________________
Agree 6 7.5
Neutral 4 5
Disagree 15 18.75
Total 80 100
100
90
80
70 Agree
60 Strongly agree
50 Neutral
40
30 Disagree
10 Total
0
Number of respondent Percentage of
respondent
Figure 4.6
Interpretation: In figure 4.6, it is shown that majority of employees around 70% says that training gives relaxation from
routine work and 5 % employees remain neutral about the statement and 25% employees does not agree with the
statement that training gives relaxation from routine work.
Table 4.7 Training remove stress

Agree 6 7.5
Neutral 3 3.75
Disagree 15 18.75
Total 80 100
_________________________________________________________________________________________________
100
80
Agree
60 Strongly agree
Neutral
40
Disagree
Total
0
Number of Percentage of
respondent respondent
Figure 4.7-Interpretation: In figure 4.7, it is shown that 70% employees agree with the statement that training reduces
stress by attending it and 3.75% employees remain neutral about the statement and 26.25% employees are disagree with
the statement that training reduces stress.
Table 4.8 Training and development policies are favorable.

Agree 14 17.5
Neutral 10 12.5
Disagree 20 25
Strongly disagree 12 15
Total 80 100
Interpretation: In figure 4.8, it is shown that 47.5% employees says that training and development policies are
favorable in the company and 12.5% employees remain neutral about the statement and 40% employees says that policies
are not favorable in the company.
Table 4.9 Regular training programs are organized.

Agree 19 23.75
Neutral 9 11.25
Disagree 16 20
Strongly disagree 8 10
Total 80 100
Figure 4.9-Interpretation: In figure 4.9, it is shown that 58.75% employees says that our organization always arranged
regular training programs and 11.25% employees remain neutral about the statement and 30% employees are disagree
with the statement that organization arrange training program not on regular basis.
Table 4.10 Equal opportunities are given for all employees to attend the training programs.

Agree 25 31.25
Neutral 6 7.5
_________________________________________________________________________________________________
Disagree 29 36.25
Total 80 100
Agree
Number of respondent Strongly agree
Neutral
Disagree
Strongly disagree
Total
Figure 4.10
Interpretation: In figure 4.10, it is shown that 43.75% employees says that equal opportunities are given for all
employees to attend the training programs and 7.5% employees remain neutral about the statement and 48.75%
employees does not agree with the statement that all the employees get equal opportunities by attending the training
program.
Table 4.11 Training and Development program improve your roles and managerial skill

Agree 6 7.5
Neutral 4 5
Disagree 15 18.75
Total 80 100
100
90
80
Agree
70
Strongly agree
60
50 Neutral
40 Disagree
20
Total
10
0
Figure
4.11
Interpretation:
In figure 4.11, it is shown that 70% employees agree with the statement that training and development programs
improve their roles and responsibilities and 5% employees remain neutral about the statement and 25% employees are
not agree with the statement related with the roles and responsibilities.
Table 4.12 Training and development programs lead to increase chance of higher salary and promotion.

Agree 5 6.25
_________________________________________________________________________________________________
Neutral 4 5
Disagree 35 43.75
Total 80 100
100
90
80 Agree
70
Strongly agree
60
50 Neutral
40 Disagree
20
Total
10
0
Figure
4.12
Interpretation:
In figure 4.12, it is shown that 33.75% employees are agree that training and development will help in increasing chance
of higher salary and promotion and 5% employees remain neutral about the statement and majority of the employees
around 61.25% are disagree with the statement that there is no chance of increase in salary and promotion.
Table 4.13 Training programs helps for improvement in problem solving, analytical and decision making skills

Agree 12 15
Neutral 3 3.75
Disagree 13 16.25
Total 80 100
Number of respondent
Agree
Strongly agree
Neutral
Disagree
Strongly disagree
Total
Figure 4.13
_________________________________________________________________________________________________
Interpretation: In figure 4.13, it is shown that 76.25% employees says that there is a improvement in problem solving,
analytical and decision making skills after attending training program and 3.75% employees remain neutral about the
statement and 20% employees are disagree with the statement.
Table 4.14 Training and Development programs is a wastage of time.

Agree 9 11.25
Neutral 7 8.75
Disagree 9 11.25
Total 80 100
100
90
80
Agree
70
60 Strongly agree
50 Neutral
40 Disagree
20 Total
10
0
Figure 4.14
Interpretation: In figure 4.5, it is shown that 36.25% employees says that training and development programs are the
wastages of time and 25% employees remain neutral about the statement and 55% employees says that training is not a
wastages of time.
Table 4.15 Management skills are in born and training can not improve managers.

Agree 12 15
Neutral 4 5
Disagree 11 13.75
Total 80 100
_________________________________________________________________________________________________
100
90
80
Agree
70
60 Strongly agree
50 Neutral
40 Disagree
20 Total
10
0
Figure 4.15
Interpretation: In figure 4.15, it is shown that 35% employees says that management skills are in born and training
cannot improve managers and 5% employees remain neutral about the statement and 60% employees are disagree with
the statements.
Findings
During the study following findings have been observed:
1) Training is given for better understanding of roles and responsibilities. Training acts as a benefit for the
employees. The employees agree that they get benefit from the training programs and know about their roles and
responsibilities in the organization.
2) Many employees think that their personal problems can not be solved by training and development. Training does
not reduce inner problems of the employee.
3) Employees think that training is given for promotion and transfers. It is necessary to prepare existing employees
for higher level jobs. The employee get benefit from the training and development by moving from a lower level
position to a higher level position and may led to changes in duties and responsibilities, working conditions etc.
4) Majority of the employees think that training gives them new knowledge and technological guidance. The
employees get benefit from the training and development by getting new knowledge of the technology related with
their work.
5) Training gives them relaxation from routine work to the employees. Employees feel relaxed from their daily
routine work by attending the training program and get new knowledge from the training.
6) Employees think that training and development policies are favorable in the company and regular training
programs are organized in the company and provide new knowledge, technological advancements and managerial
skills.
7) Training helps the employees in reducing stress. Stress can be reduced from the employees by the training
programs and feel relaxed from the routine work. Employees get benefit by reducing stress and feel fresh from
their problems.
8) Training provides managerial skills for solving daily routine problems. Training provides benefits to the
employees for solving daily routine problems. The work of the employees is different at all the level. They provide
benefit to the employees at different management level.
9) Employees were in favor that training will improve their roles and managerial skills. They think that training is
given for better understanding of roles, responsibilities and skills.
10) Employees think that equal opportunities are not given for all to attend the training programs. Many employees do
not get equal opportunities that create employee dissatisfaction.
_________________________________________________________________________________________________
11) Employees think that training and development does not help in increasing chance of higher salary and promotion.
Employee thinks that training is mainly focus on providing knowledge, for understanding roles, responsibilities
and skills. Promotion depends on the work performed by the employee.
12) Majority of the employees are disagreeing that the training programs are wastages of time. The training programs
provide benefit to the employees. They don’t think that training is wastages of time.
13) Majority of the employees are disagreeing that management skills are in born and training cannot improve
managers. They were in favor of training for personal development of employees. Less number of employees
thinks that training is wastage of time.
Conclusion
We conclude that the company does not do proper training need analysis i.e. individual analysis is not done and
according to the organizational needs the training is provided. The training is given according to the bank’s own goals
and objectives and not according to the individual needs. Employees feel that with training they will not get salary,
promotion and recognition. But there are chances of increasing new knowledge, problem solving skills, analytical skills
and decision making skills. Training helps in improving job functions, but does not solve specific job related problems
faced by the employees. Employees think that training is wastage of time. There was a mixed response for equal training
opportunities given to employees. People were not getting opportunities because of internal politics.
Training basically provides new knowledge, technological advancements and managerial skills, for solving routine
problems thus if proper feedback is taken after and before the conduction of training, then it will helpful for the
organization to arrange training programs in a proper and well scheduled manner. Feedback helps in removing the
hindrances during transfer of training programs.
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_________________________________________________________________________________________________
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Annexure:
Employees benefits and perception from

Strongly Strongly
the training and development programs Agree Neutral Disagree
Agree Disagree
1.Training is given for better

understanding of roles and
responsibilities
2.Training gives solutions to a particular

problem
3.Training is given for promotion and
transfers
4.Training provides new knowledge and
technological guidance
5.Training provides managerial skills for

solving daily routine problems
6.Training gives relaxation from routine

work
7.Training reduces stress

_________________________________________________________________________________________________
8.Do you think your company’s training
and development policies are favorable
9.In your organization regular training

programs are organized
10.Do you think in your organization

equal opportunities are given for all
employees to attend the training
programs
11.Do you think training and

development programs will improve your
roles and managerial skills
12.Training and development programs

will help in increasing chance of higher
salary and promotion
13.Do you think after attending training

programs there would be improvement in
problem solving, analytical and decision
making skills
14.Do you think attending training and

development programs is a wastages of
time
15.Management skills are in born and

training can not improve managers
Name _______________________ Designation __________________
Experience __________________
Age 15-20 year 20-25 year 25-30 year 30-35 year above 35
_________________________________________________________________________________________________
QWL And Its Positive Impact On Employees Performance Productivity
Urmila Sandesh Sonavane
(Dip. Digital Elec, B.com B.ED MBA, NET)
D.B. Institute of Management and Research Centre,
Mahalangra, Dist Latur 413512 san_sonavane20@yahoo.com
_________________________________________________________________________________________________
Abstract
“Quality Work Life is the degree to which members of a work organization are able to satisfy important personal
needs through their needs through their experience in the organization.”Quality of work life study the effects of
quality of work life on employees and aims to gain an insight into current working life practices and policies, as
well as work life balance issues of employees.
Due to rapid technological changes and their applications in business and environment prevailed at the workplace
made employees less productive. Thus concept of Quality of work life led to emergence which aims at integrating
socio-psychological needs of employees in organization, unique requirement of particular technology and, the
structure and processes of organization, and social –cultural milieu.
Several notable factors that influence quality of work life are Adequate and Fair Compensation ,flexible time ,
Healthy Working Conditions , job enrichment, opportunity for career growth, Opportunity to Use and Develop
Human Capabilities . QWL provides for the balanced relationship among work, non- work and family aspects of
life. these factors makes the individual feel the job involvement and sense of competence, constantly job satisfaction
and contribute positively with the support of organizational facilities This means the employees productivity is
increased by practicing the factors in QWL in organization .
Keywords: - Quality of work life, Job enrichment, job satisfaction, job productivity
Introduction:
“Quality Work Life is the degree to which members of a work organization are able to satisfy important personal needs
through their needs through their experience in the organization.”
With the rapid technological advances and their applications in business have resulted in creation of a situation in which
employees have started developing the feeling of powerlessness, meaninglessness, normlessness, social isolation, and self
estrangement .Such a feeling has resulted in lesser increase in productivity as compared to what was envisaged at the time
of adopting a new technology .This forced the academicians and practitioners to see the workplace problems with a
different perspective ,that is, social perspective which resulted in the conclusion that Productivity of employees was not
affected by the type of technology alone but by the environment that prevailed at the workplace .This led to emergence of
concept of quality work life during 1970 which aims at integrating the social – psychological needs of people in the
organization ,the unique requirements of a requirement of a particular technology ,the structure and processes of the
organization ,and social cultural milieu .from the shop floor the concept of quality work life spread to other parts of the
organization covering white collar employees and even managerial personnel .
At the initial stage of development of concept of quality of work life, many dimension of work were included. The more
important programs to humanize the workplace included:-
Adequate and fair compensation,

safe and healthy work environment
development of human capabilities,
growth and security
social integration in work environment
constitutionalism (rule of law)
Work and total life space and social relevance of work life.
However the contemporary concept of quality of work life is to create a climate e workplace so that a human technological
organizational interface leads to better quality of work life. Climate is a set of attributes specific to a particular organization
that may be induced from the way the organization deals with its members.
_________________________________________________________________________________________________
Objectives:
The important objectives of the present paper covers Approaches to improve QWL and their
positive impact on employees’ performance productivity:
1 To understand the importance of employee’s Quality work life.
2 To understand about the various approaches by which the employees Quality of work life can be increased and also
the performance productivity.
3 To know about the positive impact on employee job satisfaction and performance productivity, that can be seen by
adopting various practices for improving Quality work life of an employee.
4 To Know about the alternatives available for working schedule and impact of these alternatives on improving Quality
work life.
Methodology:
Both primary and secondary data is used for preparation of this paper. The primary sources are the information collected
through discussion with the employees of Colleges and the guidelines are also taken from the employees who are working
at the higher post and the secondary data was collected through internet sites related to Quality of work life and the
reference books of Human Resource Management of various Authors and mainly from L.M. Prasad.
The Practices for improving QWL:
An individual in an organization wants to satisfy his needs while working for it. Depending on the nature of individual he
may want equitable financial packages, employee benefits ,job security, interesting work ,involvement in decision making
process affecting him and his work getting proper feedback about his performance .these are the favorable factors and the
employee feel job involvement and sense of competence ,consequently job satisfaction. These factors mentioned above
makes employee job satisfied and increase the Quality work life of an employee.
The Some practices for improving QWL:
Flexibility in work schedule: Employees want flexibility in work schedule. There may be three aspects of flexibility-
flextime- a system of flextime working hours ,a staggered working hours-different time interval for beginning and end of
working hours had compressed work week-more working hours per day with lesser number of working days per week .to
the extent this flexibility is provided in the work system it becomes more motivating to the extent ,this flexibility is
provided in the work system ,it becomes more motivating to the employees as they can design their work schedule by
giving priority to the work that has to be completed.
Job Enrichment: job enrichment attempts to design a job in such a way that it becomes more interesting and challenging so
that the job holder makes meaning out of that the degree of job enrichment determines the degree of QWL. Job enrichment
develops the positive impact on the employee so that the job is made interesting and challenging. For this the interest area
should be known to the employee
Opportunity for growth: an employee, particularly the achievement oriented one, seeks growth through his work provides
him opportunity for personal growth and to develop his personality, he will feel committed to the job and the organization.
this opportunity for growth only make the employee to accept the challenges in the job and try to get the better results out
of it and it staircase for employee for reaching at the higher position .
Communication: To make QWL sound, effective two way communication is necessary through the downward
communication , employees would receive information about the various aspects of organization ,particularly that which
concern them, instruction about job performance and how the job is related to the entire organizational framework and
other specific communication which may be relevant for them .Through upward communication employees can share their
views, grievances and how to overcome these ,and suggestion for improving the performance. the proper communication
only keeps the employees in touch with their higher authorities so that they can complete the work in time and report to
their higher authority
_________________________________________________________________________________________________
Positive Affects of QWL:
A favorable QWL results in positive consequence of the factors that are job involvement, sense of competence, job
satisfaction and job performance
Job involvement: job involvement indicates the extent of people’s identification with or ego involvement in the job. Job
involved people spend more time on job and turn our better performance .challenging jobs similarly people with high work
ethic feel involved in jobs.
Sense of Competence: Sense of competence denotes the feeling of confidence that one has in one own competence, job
design affects the sense of competence. By engaging in a work that calls for a variety of skills, abilities, individuals gain
mastery over their work environment .As they engage themselves more and more in activities, they acquire a great sense of
competence and experience and higher level of job involvement. This is involvement mutually reinforce each other .High
sense of competence and job involvement produce high job satisfaction and productivity.
Job satisfaction : Job satisfaction is asset if favorable or unfavorable feelings with employees view their ,more specially the
nature of jobs they do , the quality of supervision they perceive ,co-workers pay and perks and promotional avenues ,job
satisfaction affects job performance, less employee turnover and less absenteeism.
Job Performance and Productivity: Job involvement, job satisfaction and sense of competence affect job performance and
productivity of employees’ .when the level of job performance and productivity factors- job involvement, job satisfaction
and sense of competence –is high. We find that there is fit among the predisposition of employees and the type of jobs they
are assigned to do.
Alternative work Schedule Options
In the era of facts changing job characteristics and the way the jobs are being performed, provision of alternative work
schedule option has become important ingredient of quality of work life. The basic idea behind this concept is to design
work schedule according to the needs of individual employees so that they can make adjustment between their work time
and personal time since individual personal time varies according to their personal and family life, work schedule options
may be provide compressed workweek, shorter workweek, flextime, job sharing and telecommuting .
Compressed Workweek
The concept of compressed workweek implies the reduction of number of working days while keeping the number of hours
of work the same .Thus a 40 hour work can be compressed to five days instead of extending it to six days with one day
weekly off.
Shorter Workweek
A shorter workweek involves reduction in working hours per week, say from 40 hours to 32 hours .the shorter workweek
schedule is meant to absorb additional workforce generated because of unemployment conditions.
Flexi-time
Flexi-time is short for flexible work hour’s flexi-time is scheduling option that allows employees within certain
parameters, to decide when they arrive and leave work. One of the other parameters is the core time period in which all
employees are require to be present for other time period, they have flexibility as shown
Flexible hours Core time Flexible time
6 A.M__________10 A.M______________2 P.M_____________6P.M
Here in above example 10 AM to 2PM is the core time at which every employee is required to be present. The remaining
four hours of work time can be scheduled by the employees according to their convenience. There are benefits of flexi-time
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time schedule These benefits reduced absenteeism ,reduced overtime expenses, reduced traffic congestion around the work
sites, elimination of tardiness, increased satisfaction and increased satisfaction and productivity.
Tele-commuting
Telecommuting provides flexibility to employees to perform their jobs through computer linked to their office. The
physical presence of the employee at their office is not require, in the fast developing electronics communication devise
,telecommuting has a bright future to make telecommuting more effective a hybrid system may be adopted in which the
employee attend their offices at a predetermined day and time on other Days ,they can work through telecommuting .
Career customization
Career customization is an recent approach for providing flexibility to employees in their working .The idea behind this is
to create an environment in which employees develop an feeling, ”my work fits into my life and my life fits in to my
work”. The concept of career customization is taken from the product customization .In product customization attempt is
made to infuse features in the product so that it creates value to class of customers. Since this process is adopted for the
mass as a whole, the concept of mass product customization has emerged. same is the case with career customization
which is undertaken on mass basis Mass career customization /(MCC) framework provides a structured approach for
organization and their employees to identify options ,make choices and agree on tradeoffs to ensure that value is created
for the business and individual.
Conclusion
As we have seen that Quality work life an employee make direct impact on their Job involvement, sense of competence
,job satisfaction, job performance and productivity. And by practicing the various practices such as flexi-time, opportunity
for growth, Job enrichment, participation etc as an motivating factor to make employee more productive .also the change
in the quality of work life can be seen by implementing the alternative working schedule options in the working
schedule.ive available for work The various approaches to improve QWL if practiced during work schedule will definitely
make a change in working environment and the employee will feel "my work fits into my life and my life fits in to my
work”. And employee will be ready to accept challenges and will fight against any obstacle that comes in his way of
success.
References:
1. Articles written on Quality of work life

2. Quality of work life Wikipedia from net.
3. Information collected from Colleagues about their QWL
4. Information From the books.
5. L. M. Prasad
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Employer Branding: An Effective Talent Attraction and
Retention Tool of Indian Organisation
Rakhi Bhattacharya
_________________________________________________________________________________
“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things
differently”
Wareen Buffett
Employer Branding(EB) is a new and innovative concept that links Marketing [Brand Management] to HRM. EB
develops the company brand and helps employers to create an appealing image of the organization to attract skilled
“candidates”. It is not a logo, letterhead or a clever advertisement but rather the communication of an organization's
personality and unwritten promises about its culture to potential hires.
The employment experience serves as the foundation of the employer brand and includes tangible features such as salary,
rewards and benefits and intangible features such as an organization‟s culture, values, management style and
opportunities for employee learning, development and recognition. For many years, organizations commonly focused
their branding efforts towards developing product and corporate brands, but application of these principles to human
resource management were made under a new name of "Employer Branding". Increasingly firms are using employer
branding to attract recruits and retain current employees.
The term “Employer Brand” was first used in the early 1990s to denote an organization‟s reputation as an employer. The
term also included long term strategy that establishes an organization‟s identity as an employer in the employment
market. Ambler and Barrow define employer brand as: “The package of functional, economic, and psychological benefits
provided by employment, and identified with the employing company”
Employer branding is a complex and difficult process and generally achieved through the combined effort of human
resources, Public relations and marketing. It involves innovative communication in an enduring sense and conducted in
an interactive environment. Employer branding is at its best when the brand is experienced and translated into employee
behaviour. Every employer brand is an investment that should demonstrate a return comparable to other forms of
business investment. ROI of Employee branding can also be measured through company‟s financial performance,
employee feedback, quality of job applicants and employee retention record.
Employer branding has both external and internal aspects.
The internal factors are: the culture, HR practices, and the overall employment experience
The external factors are: what a prospective employee feels about the organisation.
It is important to have consistency between internal employer brand and external employer brand.
In developing and managing an employer brand, “Employer Value Proposition” need to be developed. Employer Value
Proposition speaks about the direct and indirect benefits of working with the brand. It also speaks about the core aspects
of the association.
Employer branding in a nutshell is match-making, creating the perfect relationship between the employer and the
employee. Employers should research their environment to know how their target group perceives them, understand what
they want and need from them and understand their market position. They should develop or update their EVP from time
to time to be consistent in their communications and help develop people in the organisation as the brand. They will
need to communicate or implement tactics to build or reinforce the desired employer image. Securing a talent pipeline
and ensuring that companies have the right people on board is probably the most important task of any employer working
towards employer branding.
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Origin of the concept:
The idea of the employer brand emerged in the early 1990‟s. Two reasons can be traced down to the growth of this
concept
i) recruitment communications linked to the growth of the power of the corporate brand and
ii) occupational psychology and the idea of the psychological contract.
For many years, both were used as parallel, only recently they have been combined to propel the concept of the employer
brand into the limelight.
The expression employer brand was first used by Ambler and Barrow, who defined it as the package of functional,
economic and psychological benefits provided by employment, and identified with the employing company
Importance of employer branding:
The Employer Brand is a strategic tool to attract, recruit and retain talent.
 Entice the right candidates to apply for the job: Companies or organisations that are perceived to be attractive
employers have easier time to recruit top talent.
 Establish an image of the employment experience.
 Create synergy with consumer brand i.e align promise to customer with promise to employees.
 Employer branding clearly state "what's in it for me" to potential applicants.
 Organization is seen as „preferred‟ place to work.
 Attract best talent at the time of recruitment, hence shorter time to recruitment.
 Helps in better employee engagement and there by produces increased productivity & profitability.
 Increased employee retention.
 Minimized loss of talented employees.
 Produces good word of mouth where employees recommend the organization as a “preferred” place to work.
 Ensured long-term competitiveness.
 Improved employee relations.
 It provides strength to the company: being an attractive employer provides a company or organisation more
bargaining power.
Creating employer brand:

Employer branding has external and internal aspects.
The internal factors are the culture, HR practices, and the overall employment experience that a current employee has.
The external factors are what a prospective employee feels about the organisation.
It is important to have consistency between internal employer brand and external employer brand or else it can disillusion
both prospective employees and the current employees.. In developing and managing an employer brand, the critical
aspect is to develop “Employer Value Proposition”. Employer Value Proposition speaks about the direct and indirect
benefits of working with the brand. It also speaks about the core aspects of the association. Extensive research found that
the key value propositions are
 Respect for people
 Diverse opportunities for growth
 Empowering performance
 Forward looking
Thus respect, growth, freedom, and futuristic development for both current and future employees is the first step in
creating a brand. The second stage of Employer branding is to reflect this in all the messages to the external world and
have HR practices aligned to the value proposition. Once the core value propositions are clear , Employer Branding is a
holistic process.
These propositions need to be reflected at all levels in the organisation. Managers should embody these values in the way
they treat their employees.
The physical infrastructure should also reflect the employer brand.
organisation talking about treating people equally and free communication culture should not make their executives sit in
closed cabin.
Even organisational practice and leadership style should exude the essence of employer brand.
Five important components that make good employer brand are:
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 Product brand strength: A product has added values which meets certain psychological needs of the consumers.
These added values are elicited that the brand is of higher quality or more desirable than similar products from
competitors. This is also applicable on employer branding.
 Company culture and environment: This includes the values that the company stands for, work rituals and
systems in place and examples
o set by the top leadership.
 Work life balance: In order to influence women in their employment choice, organisation need to communicate
flexible working patterns and a friendly working environment.
 Work environment. . If the people at the top do not show their commitment through the required actions and
behaviors, the employer branding process will not be successful.
 Compensations and job offer made to an employee: This is made up of the financial compensation, job role and
responsibilities, designation, work environment and career development plan.
A five step process of Employer Branding
1. Research: to understand where an employer is positioned in the employment market and to determine the appropriate
action plan. Thus the four important factors, both internally and externally, are:
• Knowing how the target group perceives the employer

• Learning what the target group wants and needs from the employer
• Discovering where the employer is positioned in relation to its competition
• Ensure that the research is updated regularly
2. Employer Value Proposition (EVP): Every company organisation needs a unique employer offer. The EVP gives
current and future employees a reason to work for an employer and reflects the company‟s competitive advantage.
Employers that manage their EVP effectively benefit from an increase in their talent pool and employee engagement,
as well as a potential decrease in salary costs. Typically, less attractive employers need to pay a wage premium to get
top talent whereas attractive employers do not. By analysing the factors influencing the employer brand, and by
defining a strong and true EVP, the employer will be able to deliver sound and consistent communications during the
communication phase and develop an attractive, as well as unique, employer brand.
3. Communication strategy: The development of a communication strategy is always based on research findings and
a well-defined EVP. The EVP is a useful tool used by HR, Marketing or Communications to be able to emphasise
the most attractive factors and be consistent in the employer communications. Once an employer knows who they
want to talk to and what to communicate, the employer then has to choose the most efficient and effective channels
for reaching them. Choosing the right channels and understanding how best to target various groups is also based on
research.
4. Communication Solutions: The aim at this step is to express the employer value proposition (EVP) by using the
right words and images, so it becomes consistent with the corporate identity and branding efforts. The
communication material should have the same look and feel irrespective of communication channel. Since
organisations use many different channels, it is vital that the target groups recognise the organisation and relate to
the employer offer, no matter if they are being reached via the corporate website, reading an advertisement in the
newspaper or taking part in an event. Employers should strive to develop consistency throughout their
communication material.
5. Action: Implementing all the steps and monitoring closely what works and needs to be adjusted along the way is the
final stage of employer branding.
Employer Branding in India:
Just like any other brand, an employer brand has value and positioning. Employer branding is critical to build an image in
the minds of potential employees and market the company as a 'great place to work.' The objective of employer branding
is to create an Employer Value Proposition (EVP) that conveys to desired current and prospective employees why the
organisation is unique, appealing and a fantastic place to work in.
EB gains tremendous importance in times when the talent pool is shrinking and is becoming increasingly difficult to
attract and retain talent. It is most critical in positioning the organisation in the minds of the target audience to give it
every possible advantage in attracting employees with superior skills and knowledge
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Employer Branding is not very prevalent in the India Inc.
The Latest Times Job insite Research Report says that only 24 per cent companies have a clear Employer Branding
strategy. More than 40 per cent companies have a strategy, but think it could be developed further; and another 26 per
cent companies say that they do not have one, but they are working on it. A lack of vision and clarity is seen as the
primary challenge in realising Employer Branding.
It is very recently that few companies in India have started taking E B seriously. They have realised that in an adverse
economic climate, business is tough and there is pressure to cut costs and increase productivity. This makes the need to
get the right people in the right job even more crucial. An employee who has the right skills, experience and knowledge
and can drive growth has become strategically important. Thus Employer Branding becomes the only strategy that helps
position the organisation as the most attractive one in the corporate system.
The war for talent has made companies jostle for space in an increasingly crowded job market where skill is at a
premium. A successful employer branding strategy can have a far reaching impact in increasing the number and quality
of applicants. With companies like Infosys, TCS, Tata Steel , CEAT , ABP joining the rat race of establishing their name
as a brand and a best place for working , it can safely be said that wooing talent is the new battle fought in the corporate
world.
Infosys and the companies seek to do this by a strong learning culture and leadership development strategy, where each
employee has a career roadmap to follow. Infosys has established EVP in transforming their businesses and creating
outcomes in three key areas: business transformation, accelerated innovation and efficient operations. They call it
Building Tomorrow's Enterprise.
With 202,000 employees based in 42 countries, Tata Consultancy Services (TCS) has its employee value proposition
(EVP) to attract global workforce. TCS's EVP focuses on three concepts: global exposure, work-life balance and giving
workers experience across different business functions. The company prizes work-life balance and TCS's corporate social
responsibility campaigns tap into issues relevant to local offices.
Bharti Airtel core DNA talks about entrepreneurial spirit where people are empowered to do their jobs.l
India‟s oldest and most respected corporate brand „TATA’ exude trust, safety reliability and value for money. The
company has always developed a reputation as an exciting place to work in. The employer brand is much move tightly
focused and allows everyone, from top executives to staff to workers to feel that they are working in a comfortable
environment where growth and development always exist.
Organisations are employing various means to communicate their Employer brand. The Employer brand in Cadbury is
reinforced through their anthem based on the Lagaan song “Chale Chalo”. The anthem video features employees from all
functions and levels senior management and operations in factories – working and enjoying together. The anthem is
developed by an in-house and cross-functional team of employees and is refreshed every year to include new members of
the team Cadbury. The anthem is played at the end of all conferences and meeting to reinforce the beliefs. Moreover
Cadburys has a “People Care Index” that measures employee experience of key aspects of their Employer brand
Mindtree is conscious of what its Employer brand has to offer and takes care to ensure fit between a potential employee
and the brand at the time of recruitment..
Adobe has created a desk cube displaying the Brand Beliefs. This becomes a part of the new employee kit. During their
first few days employees go through the company orientation program about Adobe‟s history, vision, values, culture and
business. Welcome to Adobe video is shown in which the employees talk about the brand beliefs of Adobe.
The challenge for all CEOs today starts with reviewing business models and product lines to re-engaging with
employees. Driving the change is the top priority, and this could be done WITH the people and not TO them. Every
company is a fragile ecosystem, and engaging with employees is the first cornerstone of any EVP process. Engagement
delivers both business and cultural benefits to the organization and personal and professional benefits to all the
stakeholders involved.
Employees have new power because of social networks. They “have the ability to voice their opinion, and it changes the
world, as it rewires it from the ground up” (Marc Zuckerberg).
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In days to come most successful organization will be the one who integrate business and employees‟ values. The
companies with a genuine social innovation strategy will attract, and retain, the best talents.
Conclusion:
Effective employer brand is essential today for gaining competitive edge. Indian organisations are waking up to the
realities of Employer Branding and using it strategically to attract and retain talent. A powerful employer brand
represents quality to the customers. Even ex employees talk strongly about employer brand. It help prospective
employees understand what is expected from them and what in turn they can expect from the company at the very
beginning of employment. Employer Branding ensures that the best employees stays on longer thus allowing company to
carry on with their operation smoothly.
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Work Life Balance: Need of Male Employee
Prof. Nutan Karnik

Assistant Professor in Indira School of Business Studies, Pune.
nutan.karnik@indiraisbs.ac.in,
Prof. Gayatri Kulkarni

Assistant Professor, Indira Institute of Management
gayatri.kulkarni@indiraiimp.edu.in
________________________________________________________________________________________________
Abstract
The 21st century workforce continues to be managed often with an 18 th century mindset. For instance, face time is
still considered an indicator of work commitment; and breaks in careers (for whatever reason) are seen as a form
of career suicide. Many managers continue to treat workers as a pair of hands, rather than a whole human being
who faces demands from life outside work too. The lines between work and home are increasingly blurring, as the
Smartphone vibrates at any hour and demands an almost unhealthy level of responsiveness to work. Under the
circumstances, men and women both face tremendous pressures in managing work and life outside it.
In recent years, employers have made great strides to introduce flexible hours and telecommuting options that
respond to the needs of working women juggling their job and home responsibilities. However, when it comes to
men, there is a dark secret that most organizations may not confess to. We fail to realize that men are also equally
burdened with responsibilities apart from their work commitments. They look forward for same support and
cooperation that the organizations lend to their female employees. We need to understand that work life balance is
not an interesting topic for female employees only, but they form an integral part of male community.
This paper which is a desk research broadly covers the challenges faced by the men employee’s to balance their
work life.
Keywords: Work Life, Employee Satisfaction, Performance and Productivity
Introduction
Aided by technology, shrinking budgets, the popularity of telework and a radical shift in the tasks that people
actually perform, work is no longer primarily defined as a place where we go and something that we do. The
workplace is also in a state of flux. The workplace has got a more diverse workforce, with the youngest of
them entering the place. Everything related to work is changing at an accelerating pace — the workers, the
workplace and work itself.
The way work is done in many organizations isn’t serving us very well in the global, highly technological, fast-changing
conditions of the 21st century. On the one hand, workplace design has reached new levels of sophistication, providing
more options and more individual control by featuring co-working spaces, huddle rooms, hoteling, and mobile (plug-and-
play) connections. But today fewer people commute on a daily basis to a physical workplace.
The past two decades has seen an increase in the number of working women, dual earner and single parent families,
increased responsibility of adults and changing demography. Employees have been downsizing, restricting and right
sizing, increased job insecurity, increased time at workplace, etc. Technological changes have blurred the boundary
between work and family life. Theses linked factors have contributed to increased work life conflict.
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Work life balance: Literature review
The foundation of a great business is the people who work there everyday. The term ―Quality of Work Life‖ (QWL),
varies in meaning among practitioners and academicians. QWL is associated with opportunity for individuals and teams
to influence their workplace, Steers & Porter, (1983). Quality of Work Life may be perceived as a philosophy, a process
or a goal Mullins, (1996). Organizations are required to maintain high level of QWL in order to maintain high level of
organizational excellence when factors of QWL are found to be in a satisfied level, it leads to a highly satisfied level of
factors of Organizational excellence. In India, the concept of QWL evolved in mid 1970’s when the country was
witnessing intense labor unrest. Here, QWL manifested in the term of work/job redesign due to the influence of socio -
technical approach of the Tavistock Institute of Human Relations Saklani, (2010). After experiencing a lull in the late
1970’s, QWL become prominence again due to the successful projects of General Motors and Volvo in United States and
Germany. The term QWL gained broader scope, which includes the general objective of arranging organizations,
management procedures and jobs for maximum utilization of individual talents and skills to create more challenging and
satisfying work and improve organizational effectiveness, Jenkins,(1981).
―Balance‖ between work and home lives is a much sought after but rarely claimed state of being. Work life
issues/concerns encompass all non-work related demands and hence are not restricted to only family demands. Work-life
balance is the term used to describe practices in achieving a balance between the demands of employees ' family (life)
and work lives. The demands and pressures of work make difficult to stretch time for balancing work-life activities.
'Work-life balance is about people having a measure of control over when, where and how they work. It is achieved when
an individual's right to a fulfilled life inside and outside paid work is accepted and respected as the norm, to the mutual
benefit of the individual, business and society'.
Work-life balance is about adjusting work patterns to achieve overall fulfillment. A good work-life balance enables the
business to thrive and at the same time enables the employees to easily combine work with other aspirations and
responsibilities.
Factors contributing to the interest in work-life balance issues are global competition, renewed interest in personal
lives/family values and an aging workforce (Lockwood, 2003). Sverko et al (2002) attribute the growing relevance of
work-life balance in industrialized societies to changing technology, changing values and changing demographic trends.
Other factors include increasing complexity of work and family roles, the increased prevalence of dual income
households and the expanded number of women entering the workforce. Though work-life balance was initially
construed as the concern for working mothers, it has been recognized as a vital issue for all classes of employees (Bird,
2006).
The term work-life balance includes a number of aspects such as
(1) How long people work;
(2) When people work; and
(3) Where people work
The problems:
Organizations and rapid technologies change recognizing the achievement of missions and goals require high performing
employees to address work issues, balancing personal and professional life. They are becoming more and more
demanding in terms of output. The businesses are being operated in terms of volume and not in terms of values. This
disturbs the balance between work and life in employees' lives.
The need to maintain productivity and profitability in the midst of escalating stress levels and the deteriorating health of
the workforce is keeping many business owners awake at night. It has become noticeable that the workforce today is less
healthier as compared to the workforce of the last few years.
During the 1980s men also began voicing work-life concerns. By the end of the decade, work-life balance was seen as
more than just a women’s issue, affecting men, families, organizations and cultures. Recent surveys has confirmed that
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the health of working men is declining even faster than that of women, in part because, for the first time, the reports have
shown the fact that there is more work-life conflict in men as compared to women.
Although very slightly touched in class, work-life balance is viewed as a strategic component of the package offered to
the employees, as in the workplace of the future, many employers are realizing that the only constant competitive
advantage they will have, is their people - their intellectual capital. Organizational success depends on people. People
have multiple responsibilities, diverse needs, and often, conflicting priorities. Leading organizations need to attract and
retain the best people. People need work experiences where they can reach their full potential, be fully engaged, and be
able to meet their personal and professional goals and objectives.
Men often face unequal opportunity to family life as they are often expected to be the financial supporter of the family
unit. Men are finding it difficult to balance their work and personal life. The masculine ideal of a worker unencumbered
by caregiving obligations is built into workplace structures and patterns of reward. Men know that work alone may not
provide their lives with meaning. Young men can lose their meaning of life; they want a balance between paid work and
personal attachments without being victimized at work. More men are realizing that work is not their only primary source
of fulfillment from life. A new study on fatherhood (2010) shows that more men are looking for alternatives to their 40-
hour work week in order to spend more time with their family. Though working less means a smaller paycheck and
higher stress levels, men are looking for flexibility just as much as women. However, with an ever-changing society,
flexibility is becoming much more apparent.
Increased stress levels, pressure due to performance metrics, call monitoring, wrap up time which restricts time for tea,
coffee, lunch time as well time to use the refresh rooms, night shifts, regular rotation of shifts, high intensity of meeting,
mounting pressure due to work related targets have caused a severe impact on the employees health leading to sleep
disorders, digestive system related disorders, depression, eyesight problems, high blood pressure, heart problems to
diabetes etc.
In 1991 in UK and Australia, women were more likely than men to work from home, but in 2003 the situation was
reversed, with 14% of men working from home compared with 8% of women (McOrmond, 2004). Therefore, though
work-life balance was initially recognized and construed as a concern for working mothers, it now includes all classes of
employees
When an employee is not able to balance work and family demands, it leads to -
 reduced work performance

 increased absenteeism
 lower commitment
 poor morale
Solution and different approaches to solve the problem of caused due to imbalanced work life balance is important which
leads to various benefits.
Benefits of Work Life Balance Initiatives for Employers: A positive work-life balance involves achievement and
enjoyment. The best work-life balance varies for an individual over time at different stages of career and age; different
factors become important for an individual.
 Reduced absenteeism and lateness
 Improved employee morale and commitment
 Reduced stress and improved productivity
 A more flexible workforce
 Increased ability to attract and recruit staff
 Potential for improved occupational health and safety
 Fulfillment of equal opportunity objectives
 Good corporate citizenship and an enhanced corporate image
At the same time with a better work life Initiatives it can also benefit the employees too. Some of the benefits for the
employees can be as mentioned below:
 Ability to manage work and individual commitments

 Improved personal and family relationships
 Flexible working arrangements resulting in reduced work overload and stress
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 Increased focus, motivation and job satisfaction knowing that family and work commitments are being met
 Increased job security from the knowledge that an organization understands and supports workers with family
responsibilities
 Increased ability to remain employed.
 Increased ability to remain competitive in career advancement
 Improved health and wellbeing of staff
Organization also may create work place culture and climates that reflect concern for employees' lives outside of work. It
is important for organizations to periodically review current work processes and practices to determine which ones lead
to work inefficiencies and employee stress.
Some of the strategies used by leading organizations are for male employees are:
 Paternity Leave
 Daddy’s Day Out
 Gymnasium
 Flexi Hours
 Work from Home
 Day Care facilities for elderly parents (For both Male & Female employees)
 five-day work week
The Global Study on Men and Work-Life Integration sought to understand how organizations can remove the stereotypes
and barriers that prevent men from utilizing work-life offerings as well as what prevents leaders and managers, who are
often men, from supporting the use of work-life options. Findings include:
 Work and Personal Identity – In terms of work identification and personal/family identity, there is little difference
among generations or between men and women.Instead, the tangible difference can be found between emerging and
developed countries, with work identification registering much higher in emerging markets than in developed ones.
 Managing Work and Family Life – Finding time for family is especially challenging for men, and both men and
women seek more personal time for exercise and hobbies. In terms of solutions, flexible work arrangements dominate the
list of most valued options for both men and women.
 Financial Stress – Financial stress is a top work-life issue across country and gender, and the top issue for most.
Employees increasingly spend part of their on- he-job time addressing financial concerns. Employers can ease this stress
by increasing employee assistance programs, offering financial counseling programs, and being as transparent as possible
about the corporate financial situation and job security.
 Leadership Attitudes – Business leaders around the world have bought into the business case for work-life effectiveness
and have programs and policies in place. However, these programs are often ineffective because managers still cling to
the notion that the ―ideal worker‖ is an employee with few personal commitments. Half of managers in the emerging
markets and four in 10 managers in developed markets believe that the most productive employees are those without a lot
of personal commitments.
 Organizational Culture – Even executives who say they are committed to work-life integration often believe the risks
of implementing such programs outweigh the benefits. When companies do have programs in place, both men and
women report penalties for using work-life benefits. Employees in emerging markets are almost three times more likely
to experience a penalty for using flexible work arrangements and/or other work-life options than those in developed
markets.
Conclusion:
The provision of work-life balance initiatives depends on various factors—the organizational philosophy, the profile of
the organization, profile of the employees, the nature of business and so on. A good working definition of work-life
balance may be meaningful for daily achievement and enjoyment in each of the four quadrants of life-work, family,
friends and self. Work-life balance initiatives could make more of an impact in those organizations oriented towards a
'people as asset' strategy.
It is therefore imperative for organizations to understand the need of the hour and come up with various alternatives not
only for female employees but for all classes of employees to manage their personal and professional lives because the
benefits will affect both the parties in future.
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Bibliography:
 Mr. Michael S Kimmel ―What do Men Want‖ Harvard Business Review on Work and Life Balance
 ―Work-Life Balance Interventions Prevalent in the Indian Industry‖ by Gunavathy,J.S. April 1, 2011 published in
 South Asian Journal of Management Volume 18.
 3―Perceptions of Work-Life Balance Among IT Professionals‖ by Mihir Dash, Vivek Anand and Ashwini
Gangadharan from IUP Journal of Organizational Behavior
 Wall street Journal May 17, 2012, 3:17 PM IST; Work-Life Balance: A Challenge for Both Genders in Asia
 Business newsdaily.com Dads Struggle to Find Work-Life Balance,14 june,2012; 2:29 PM ET By: Chad Brooks,
BusinessNewsDaily Contributor
 ―A Perceptual analysis of employee work life balance in ITES/BPO sector by Mrs.Bharathy , published in
SAJMMR:S o u t h A s i a n J o u r n a l o f M a r k e t i n g & M a n a g e m e n t R e s e a r c h, Volume 2, Issue 7
(July, 2012) ISSN
 http://www.wfd.com/news/register-gms2011.html
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How to Stop Them? A Problem of Employee Stability
Prof. Yogesh S. Daudkhane
Faculty – HRM, PIBM, Chinchwad
prof_yogesh@rediffmail.com
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Abstract:
In the ideal world, employees would love their jobs, like their coworkers, work hard for their employers, get paid
well for their work, have ample chances for advancement, and flexible schedules so they could attend to personal
or family needs when necessary & never leave the organization.
But then there's the real world, & in the real world, employees, do leave their job, either because they want more
money, hate the working conditions, don’t go along with their coworkers, want a change, or because they get a
dream job in another state/country. So, at the other hand what does all that transaction costs to an organization?
Why employees are likely to have the highest turnover? Who is likely to stay the longest? All these are big questions,
a crippling HR headache that has plagued organizations across India.
The growth of attrition rates has been a major concern for the last couple of decades. Many experts believe that
attrition rates can be lowered through effective hiring systems, while some believes that the problem lies with the
nature of the organization's system itself. Interest in the above mentioned topic has gained momentum in the
recent past among organizational psychologists, economists, and sociologists with different perspectives being
adopted to study the phenomenon.
This paper aims to understand the problems and effects of higher rate of attrition in various sectors, further, the
proposed study also assesses various causes including individual differences, specifically, personality dimensions
on employee’s intentions to stay or quit. Also the paper analyses, what is the cost to the organization when an
employee leaves an organization at any point of time. It is not only in terms of financial loss but the other losses
like draining the talent or think tank from the organization.
The paper also focuses on the measures adopted by various organizations to retain employees; also it throws light
on the effects of high employee turnover on various elements viz. economy, organizations, society & on an
employee himself.
It is seen that positively implemented HR practices, healthy organizational culture and friendly attitudes of
supervisor, separately as well as collectively, leave strong impact on personality dimensions of individual at
workplace. Such positive and integrated organizational climate directly generates overall job satisfaction,
organizational commitment which ultimately results as a decision of an employee to stay in.
Introduction:
The First sign was seen in the mid-90s with the advent of the software services industry going into recession. By the turn
of the century, this problem had reached to the highest level as the IT industry matured and ITES-BPO sector kicked into
high gear. Of course, I am talking about attrition, a crippling HR headache that has plagued organizations across India as
well as Multinational Organizations. Although attrition has been moving out of control for some time, especially in the
fast-growing sectors such as IT, BPO, Retail, Hospitality and Infrastructure, very few companies are willing to discuss
this hot issue, instead many are preferring to sweep it under the carpet. The problem which was restricted to just a couple
of sunrise sectors has today become a widespread problem in all the sectors irrespective of its size, even a noble sector –
Academics is also facing the same problem. While dozens of surveys were conducted on the problem of attrition in
Indian industry, few have been able to get to the root cause of it and suggest meaningful and long-term solutions. While
attrition in India Companies is as high as 20 per cent (up to 40 per cent in the booming services sector), it is now
accepted that the decision to quit really happens overnight. HR person will never know that who is next to put in his/her
papers for ‗Full & Final Settlement‘ & also worried about the time frame given by the employee to find suitable
replacement.
On the other end there are some organizations who are paying high pay and perks to their employees, giving them
allowances for enjoying holidays with family, allowing flexi working hours, throwing parties for no reasons, providing
them advancement with various Management Development Programs & lot more things. But is all that really necessary?
If you pay and treat your employees well, that should be enough, right? Wrong. In survey after survey of employees, both
those on the job and those leaving the job, compensation ranks among the lowest concerns. And the old fallback,
employee loyalty, is a distant memory. Today‘s HR person can no longer breathe a sigh of relief once the hiring process
is over. One must continue to market the job to those employees you want to retain (and considering the cost of replacing
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employees, that‘s more than likely most employees). So, what exactly should you do to retain good employees? While
most employers view increased compensation as their primary solution to employee retention problems, the fact is that
most employees place compensation so far down on their list of what makes a good employer that it‘s essentially off the
radar screen. In recent surveys the youngest employees, those ages 18-24, generally stick to their decision to stay with a
company, those employees remain in the minority — and after certain period they also continue to be the employees
most willing to jump out from the ship. If companies do rely primarily on compensation to retain the employees, that
strategy if it is successful it will be effective for only a short time. What about the good employee who already have
reached the top level of compensation for a particular position? For example a receptionist shouldn‘t be making
Rs.50,000/- a month, just because she‘s been with you for past 20 years. How to continue to sell the job to an employee
when increasing his pay is no longer an option? It‘s really a very big question.
Some Facts From Sources
Here are some of the facts the researcher could find out about the employee turnover, some of them are shocking as well
as eye openers for some industries where its vital problem.
Overall median salary increase across sectors is 12%
Manufacturing and Infrastructure & Real Estate sector have reported highest increment figures for 2012 – 2013 at 15%
Financial Services sector has been most conservative in increment projection for 2012 – 2013 at 10%
Overall Variable Pay (as a % of CTC) across sectors is 16 %. The frequency of payout is annual for the majority of
companies. However for sales staff, the payout is observed to be monthly or quarterly, depending on organization
compensation policy
Sectors which have registered highest attrition are „ITeS‟, „Pharmaceuticals, Healthcare & Life Sciences‟ and „Media &
Advertising‟ and the sectors which have registered lowest attrition are „Manufacturing‟ and „Energy & Resources‟
The overall attrition across industries is 13%. Better Pay and Personal Reasons have been rated as the key reasons for
attrition industry-wide
Hiring and Retaining skilled talent continues to remain a key challenge in the market
Organizations are also keenly adopting cost optimization measures. „Off shoring / Outsourcing‟ of activities has been
rated highest amongst measures adopted.
Interestingly employers are not keen on reducing spend on ‗Recognition Programs' or ‗Training programs‘
Source :- Deloitte - Compensation Trend Survey, April 2012
Why does employee resign?

The above mentioned is a big question with lot of answers from different angles & it is like that all the angles are right
from the point of view of an individual who is leaving the organization. There are examples where people left the
organization even after few hours of joining day, or they simply don‘t turn up on the next day without any intimation also
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some work for few days or weeks & leave the organization for any simple reason. Following are some of the possible
answers for above mentioned question:-
 Poor Organizational Culture
 Behavior of Superior / Boss
 Co – workers behavior
 Poor Working Condition
 Highly Autocratic Leadership
 Too many rules & regulations to follow
 Salary issue
 Un ethical behavior / instructions from Superior
 Better growth outside
 Restlessness among employee due to any internal or external element
 Any other personal reason
The list consists just few reasons; actually there can be endless reasons for the same. Some of them are controllable
factors by which we can try to reduce attrition rate, but some factors as organizational culture or poor working conditions
are very difficult to change hence become uncontrollable.
What Is The Cost Of Employee Turnover?
A great or best employee seems to do his or her job effortlessly. Yet replacing such a good employee is anything but
effortless task as it takes hours of recruiting and training. Finding the right talent is tough and even then, average
company turnover is 20-50% a year. The financial aspect says that replacing an employee costs as much as 150% of the
position‘s salary. This can be a huge financial and productivity loss for the organization. The added cost of advertising,
recruitment and training are some of the mandatory costs of employee turnover. Other costs include:
 unnecessarily high staffing levels and overtime payments
 missed deadlines / impact on the bottom line
 interruptions to the flow of work
 higher levels of stress related absence
 long-term workers becoming unsettled and leaving
 low morale and resulting low productivity and customer service
 damage to the organization‘s local reputation.
 the cost of lower productivity for new employees
 the cost of customer dissatisfaction with lower-quality service from new employees
 the cost of lost ideas and suggestions because of less experience new employee
 the cost of un awareness of what you‘ve lost until the next financial results comes
Rising employee turnover often becomes a 'vicious circle': low morale causes more workers to leave, increasing the
dissatisfaction of those who remain, and so on. Also it affects on the new entrant who come to know the reality of an
organization when he becomes insider & it become a reality shock for him, so he immediately start to search for new job
due to the fear that the same problem may occur to him & naturally thinks that it‘s better to quit before the problem arises
. It may not be like that whatever he had heard is total truth but natural mental fear comes out & he takes decision not to
stay in that organization & also looks at the organization from that angle only.
How To Measure Employee Turnover?
The simplest way of measuring Employee turnover is to measure the number of employees left in a particular period,
which may be year, quarter or month as a percentage of the number of employees employed during the same period. This
can also be called as Separation rate & the formula goes as follows :
No. of leavers
____________________________ X 100 = Separation Rate
Average No of Employed persons
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Unless there are special circumstances such as a sudden large increase in the size of the workforce, the average number
working is usually taken to be the number working at the start of the period added to the number working at the end, the
total then being divided by two.
For example, in an organization, if there are 550 workers at the start of the period being studied,580 at the end of the
period, and 90 leavers during the period, the separation rate is:
No. of leavers (90)

____________________________ X 100 = Separation Rate (15.929%)
Average. No of Employed persons

(550+580/2)= 565
This simple formula is useful in comparing one organization‘s employee turnover with that of other organization, or with
the industry as a whole. The lesser the ‗Separation Rate‘ the better for the organization & vice versa. All the HR persons
always try to maintain it as low as possible or as a dream they would love to see it as a single digit figure or zero as well.
It is highly impossible for any type of industry today to cope up with such a big challenge where your employees know
all about the job market & available opportunities for them.
If calculated by department or section, it can be a useful guide to the areas which require further investigation. For
example, the index can be calculated by using voluntary resignations only, where the inclusion of unavoidable or
anticipated employee turnover would be misleading. The separation rate is only a crude measure of the employee
turnover problem and makes no distinction between new starters and experienced workers who can be much more
difficult to replace. The stability index illustrates the extent to which the experienced workforce is being retained, and is
calculated as follows:
No. of employees with more than One Yr. of Service

___________________________________________ X 100 = STABILITY %
No. of employees employed One Yr. ago
For example, if 600 current workers have been employed for one year or longer, and the total number of workers a year
ago was 750, the stability index is:
No. of employees with more than One Yr. of Service (600)

_________________________________________ X 100 = STABILITY % (80%)
No. of employees employed One Yr. ago (750)
The above formula is useful to understand the % of manpower who is working for prolong period (here it is considered
as 1 Yr.). The higher the % & longer the period the better company is.
Attrition Management The HCL Way:
Here the researcher would like to put up the focus on the philosophy adopted by HCL which says a bold statement
“Employee First, Customer Second” the statement itself is a big shock to customers as who always stand first & are
treated as King of the market on the other way it was a pleasant surprise to all the employees as it was a feel good factor
to be near & dear one in the eyes of the company.
This approach puts employee on top of the organizational pyramid based on the belief that if employees are delighted,
they will in turn delight the customers. That‘s why HCL provides an environment which is conducive to growth,
encourage him to develop his skills & empowers him to take decisions at various levels. To make such environment there
are certain requirements which are followed by HCL. All the initiatives undertaken in the organization aims at creating a
culture of transparency, inverting the organizational pyramid, reversing accountability by making the management
accountable to employees & decentralizing decision making which leads to create belongingness of employee towards an
organization which ultimately results in reducing no. of resignations.
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The Five Fold Path by HCL to Individual Enlightenment:
 Support
 Knowledge
 Empowerment
 Transformation
 Recognition
The above path is the key factor for employee development at HCL. The philosophy behind it is by giving employees the
power & responsibility & giving them tool to develop themselves like sabbaticals, employee feels more responsible,
committed and engaged with the organization & also feel valued by the organization at the same time.
Happy Feet:
The world recognize HCL for its Happy Feet concept which is an appraisal system based on 360
Degree feedback, here any one can give feedback to Senior Leaders including CEO, which are published on ‗Intranet‘ of
the company for everyone to see. This system brings about transparency as well as accountability which in fact create an
environment of trust within the organization.
Quarter 1& 2 of F.Y. 2012-13 – It’s really a Tough time:

It is according to the article published in The Times of India in May 2012, which says that attrition is going to be at the
peak in Q. 1 & Q.2 because of the employees who are unhappy with their current appraisal are likely to search job
elsewhere, also there is a threat that those who are promoted properly & whose salaries are revised up to the mark may
also go to the market for better designation & higher pay pack. In the survey it was observed that general expectation of
any employee is a salary hike of not less than 20%. Experts said that attrition would be in double digits in all the sector.
It would be highest in the IT /ITeS sector at 31%, followed by telecom (26%), banking and financial services (23%),
aviation and hospitality (22% ), real estate (15%), FMCG (21%), automobile and manufacturing (19%).
Salary and designation both are found as the major factors for higher attrition in Q1 & Q2 of F.Y. 2012-13. Employees
also think that if they will change their job in these quarters they are entitled to enter into new appraisal cycle with their
new employer also . So they are not going to loose anything with job change
During the Global Economic Meltdown the role of employees become more crucial as due to the loyalty & commitment
of employee only the business can get through the Recession Phase. An employee with no peace of mind & fear of losing
the job is surely not motivated to deliver good value & service to his organization. This is the time when an organization
should stand by its employees; HCL did the same thing by being transparent & confident about the employees, as they
(employees) are always on top priority.
The philosophy ―Employee First, Customer Second‖ is now a recognized philosophy. Fortune Magazine has articulated it
as ―The World‘s Most Modern Management‖. The Harvard Business School has also noted it & has written a Case Study
on same which is taught under the Strategy & Leadership Curriculum ay HBS.
How To Minimize Employee Turnover?
Following are some of the possible remedies to reduce the employee turnover:
Right person on right job & right job for right person
Good Pay Structure
Equal Opportunity to all
Proper Performance Management System
Communication & Employee Counseling
Personal & Career Development of an Employee
Grievance handling should be fast
Accepting Employee ideas for improvement
Avoid unnecessary stress on employee
Avoid Internal Politics
Recognize & Celebrate Employee success
Respect every employee in an Organization
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The above are some of the remedies mentioned for facing & solving the problem of Employee Retention. But the
researcher would like to suggest that it will be much better if every organization develops its own strategy like HCL,
which will help the organization to come out of the problem in fastest manner.
Colclusion:
No doubt, employee retention is a big task in front of today‘s HR. It is prime responsibility of HR Manager not only to
motivate & retain good employees but to make an attractive Career Path for them which will make them feel happy
staying in the organization. The researcher personally feels that today‘s situation is better than yesterday as due to
economic downturn employees have fear in their mind about leaving the current job & joining some other organization.
Nobody wants to go out of its comfort zone, but they are not leaving doesn‘t give any guarantee about their loyalty or
devotion towards the organization, may be they are also waiting for something better outside. It‘s a shock to HR Manager
to see that the most loyal & dedicated employee leaves the organization overnight, hence blindly believing the people
gives lot of un expected & unwanted results.
Also one must understand that it is not the agenda of any employee to stay in the organization for lifetime, hence no
doubt there will be employee turnover only thing in our hand is to reduce it. Lastly the researcher would like to say that
the problem even if is universal in nature but the solution for the same is likely to differ from organization to
organization so it becomes as a individual responsibility of every HR Personnel to find out the customized solution to the
universal problem.
References:
1. The Company You Keep: Four Key Tools for Employee Retention, D. Michelle Adkerson M. Lee Smith Publishers
USA
2. Deloitte - Compensation Trend Survey, April 2012
3. More Tips to Reduce Employee Turnover - Susan M. Heathfield , About Human Resources: Vol. 9 No. 47 - ISSN:
1533-3698 April 18, 2008
4. Cost of Employee Turnover, William G. Bliss, Bliss & Associates, Inc.
5. Managing Employee Retention: The Role of Organizational Culture and Attitudes of Supervisor on Turnover
Intensions, Ashique Ali
6. To Be Or Not To Be? A Study of Employee Turnover, Prof. (Ms.) Meenakshi Gupta , IIT Powai
7. Employee Retention, Labour Turnover & Knowledge Transfer: Case Studies From Canadian Plastic Sector,
Clarence Lochhead & Alex Stephens April 2004
8. Human Resource Management – Text & Cases, K. Aswathappa, Tata Mc Graw Hill,5th Edition 2009
Websites & Journals:

1. www.allegiance.com
2. www.articles.economictimes.indiatimes.com
3. www.employeeretentionstrategies.com
4. www.hrmguide.net
5. www.hrdworld.com
6. www.cipd.co.uk/surveys
7. www.managementhelp.org
8. ‗Who cares wins: absence and labour turnover survey’ Confederation of British Industry, London 2005
9. Business Today, August 24, 2008
10. Management of Call Center- Boredom, Employee Attrition and Retention , Anupama D. Raina ICFAI Journal of
Organizational Behavior, Vol. V, No. 1, pp. 62-72, January 2006
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Human Resources Management and Talent Retention in Global Era
Dr. Vijay Kulkarni

Director at Aditya Institute of Management, Pune.
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Abstract
This paper looks at the issues and challenges facing organizations with regard to talent and its management, a
topic which is important as there is `talent crunch’. The article pays particular attention to the acquisition and
retention of talent in a global perspective, given the cross-cutting nature of the talent shortage, and the common
behavior and response patterns of organizations. This paper recognizes the particular vulnerability of in the
global competition for talent and danger of brain drain. Brain drain is the permanent loss of skilled manpower.
However, the paper draws on evidence from the rapidly growing economies of China and India on how there can
be a reversal of the brain drain, or even a brain gain. Based on this evidence, the paper seeks to provide some
comfort to any sense of fatalism among the developing countries towards the perceived inevitability of the brain
drain. It is within the reach of organizations to address the brain drain, by adopting a mix of deliberate policy
interventions at different level and new talent management practices at organizational level in order to attract and
retain talent at a time it is such a scarce commodity. It is an attempt to understand the reasons and come up with
suggestions.
Introduction:
The talent retention is possible probably if the employees are motivated. Motivation refers to a complexity of forces
inspiring a person at work to intensify his desire and willingness to use his/ her potentialities to perform in order to
achieve organizational objectives. (Mile, 2004) It actually refers to conditions which influence the arousal, direction and
maintenance of behavior relevant in working setting. The motivational force is aroused as a result of needs, which have
to be satisfied.(Kootz et al., 1990) Motivation of employees is an important inter control tool and should therefore be
adhered to in order to attain advantages like increased employee commitment, increased productivity and efficiency.
Motivation emphasizes result oriented management through setting of smart objectives and effective communication
systems in an organization.
Employee performance refers to the efficiency and effectiveness of employees in achieving organizational objectives.
(Kootz et al., 1990) Employee performance can be evaluated by considering the level of absenteeism, quality of reports,
and time of reporting for and leaving for duty.
There is now a consensus in the global business community, that acquiring and retaining talent is the biggest challenge
facing organizations. There is also an acknowledgment of a global talent shortage across nations and across sectors, and
that the shortage is set to increase. Skills shortage has been found to be the number one challenge in China and South
East Asia, number two challenge in Japan and number four challenge in India. Talent management is also one of the most
challenging factors facing companies in Europe, according to a 2007 HR Transformation Survey by Mercer Consulting.
There is shift in corporate thinking about people, as the quality of employees now ranks higher than such celebrated
factors as sound business strategy. The Harvard Business School for example, identified the ability to spot and develop
talent, as the most sought- after attribute among successful CEO's. The Chartered Institute of Personnel and Development
(CIPD) UK found “recruiting and retaining best talent” to be in the top five drivers of organizations managing diversity.
The message is clear: Talent has become central to business survival; yet that talent is in short supply, and this shortage is
set to get worse. Organizations will have to do everything to get that talent from anywhere and everywhere.
Reasons for Talent Shortage:

The current talent crunch across all sectors is a result of an imbalance between the supply side and the demand for skills
in a number of key areas.
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1. The Global Economic Growth
There has been a general improvement in the global economy over the past 15-20 years, unlike in the past where such
growth was mainly in the developed markets of Europe, US and Canada. The economies of India and China have led the
growth in the emerging markets of the developing world, and have created their own demand. India's IT industry for
example has been growing by an average of 30% per annum for the past 10 years and China has witnessed double digit
growths for the past two decades. Africa has registered positive economic growth rates since 1994. Each nation is in as
much a need for talent as any other, to drive its own growth.
2. Technology and Telecommunications Sector Growth
The technology and telecommunications industry has expanded phenomenally since the sector reforms in the 80's, and
the telecommunications sector has been at the centre of that expansion. Advancements in technology have resulted in
expansion and diversification of market opportunities.
The Technology Market is expected to grow even further in the coming years. The Technology Market is expected to
account for 10% of overall employment and 8% of overall growth by 2012. Growth in the professional categories such as
engineers, computer network engineers, systems administrators, programmers and the like is estimated to grow by a
staggering 45% between 2004 and 2014. The demand for system engineers is estimated to grow by 55% and that of
software publishers by 68% by 2012.
China and India have seen their technology and telecommunication sectors rising with the growth of their economies.
India's telecommunications sector is already contributing 5.5% to GDP. The Business Process Outsourcing market in the
country, which has been greatly catalyzed by the telecommunications industry, has emerged as one of the key
investments markets in India. On the other hand, the Chinese telecom sector grew by an annual average rate of 20%
between 1997 and 2002. This market expansion requires skills to drive and sustain it.
3. Declining Student Intakes
The Technology Industry is not being matched by an entry into this market by young people. For example, fewer people
are taking computing science majors, and figures recorded for 2005 are half the 2000 count. The number for science
engineering graduates has remained the same, despite anticipated industry growth as mentioned earlier.
As demand exceeds supply, the laws of economics kick in. Not only does talent have a premium placed on its head, but
the sourcing methods also become aggressive. In a borderless global economy with free movement of labor, weaker labor
markets become hunting grounds for talent by the stronger ones, creating the phenomenon of the brain drain.
The Brain Drain
Brain Drain or “Lost Human Capital” is the emigration of skilled persons from one country to another. It is synonymous
to “Capital Flight”, where capital moves from its country of origin to another. Unlike “brain exchanges” or “brain
circulation”, brain drain tends to be one way and permanent.
Unless it is addressed, brain drain has the potential to harm the losing talent. It is estimated that 1 million skilled persons
from Least Developed Countries (LDC's) worked and lived in developed countries in 2004. Five LDC's lost more than
half their University educated professionals in recent years while seven others lost up to a third (UNCTAD LDC's report
2007).
Reversing the Brain Drain:

Increasingly nations are beginning to behave like corporate organizations, and are taking active measures to attract back
their lost talent. There is an emerging school of thought that suggests that brain drain is outdated, and that if each
organization and each nation nurtures its talent and addresses the personal and professional needs of talented people, then
the brain drain can at worst be brain circulation and at best “brain drain reversal” or brain gain. Successes are being
registered by China and India, giving hope that the brain drain is not necessarily an inevitable ill-fate of development
resulting from the global talent war. The 2007 Global Talent Index by Hedrick & Struggles and the Economist
Intelligence Unit shows China and India as countries in the top 10 out of 30 countries in nurturing talent and they will
continue to draw talent as they draw foreign investment and build up their economies.
These countries have common features which need to be met by a country serious about attracting and retaining talent
whether it is its own or someone else's. Both countries have growing economies that are creating opportunities for
employment.
Reversing the Brain Drain: India
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The Indian economy is among the fastest growing economies in the world. In terms of Purchasing Power Parity, it has
the fourth largest GDP in the world. Poverty has been halved in just 20 years, from 51.3 per cent of the population in
1977-78 to 27.5 per cent of the population in 2004-2005. Between 1990 and 2004 adult literacy rate has risen from 50 to
61 per cent. India is the second most culturally, linguistically and genetically diverse geographical entity after the African
continent.
Growth is most marked in the Technology sector, with the IT industry averaging a phenomenal 30 per cent per annum
growth for the past 10 years. Bangalore has become to India what the Silicon Valley is to the USA. Business Process
Outsourcing (BPO) has emerged as one of the key investment markets in India. It has grown tremendously, catalyzed by
the telecommunications market and the trend by mostly American and European MNC's to offshore their none-core
activities to talent pools in the developing world where labor costs are relatively cheaper. More than 400 companies now
operate within the Indian BPO space. Employment opportunities have far outstripped the available labor. The six top IT
companies created more than 100,000 jobs in 2007-2008 alone. College students are employed before they have even
finished school. The talent shortage has led to a pressure for wage increases and Indian companies are now offering
salaries that are competitive to those paid by multinationals.
India's ranking on the Brain Drain Index published annually by the International Institute of Management Development
(IMD) of Switzerland, has improved from 3 in 2006, to 6.76, with a score of 10 indicating less danger of brain drain.
Clearly things are improving for India. India is also ranked number 10 on the Global Talent Index (GTI) rankings, and is
set to maintain that position in 2012. The Index measures not only a country's natural potential for producing talent in
social-demographic terms, but also the conditions necessary to realize this potential. Its analysis is based on seven factors
in 30 countries, including demographics, quality of public education, quality of universities, qualities to nurture talent,
openness of the labor market, trends in foreign investment, and the proclivity to attract talent. India and China are the
only two non-European counties in the top 10.
Reversing the Brain Drain: China
Measured on a Purchasing Power Parity (PPP) basis, China in 2007 stood as the second-largest economy in the world
after the US. China will catch up with the US as an economic power by 2020 with an equivalent GDP of $ 18 trillion.
China has been the fastest-growing major nation for the past quarter of a century, with an average annual GDP growth
rate above 10%. In 2007 China had a labor force of 803.3 million people.
China has been registering an increase in the number of returnees from abroad, thanks to the growing job opportunities
and policies of the government that have been aimed at enticing back senior scientists, engineers and corporate managers
to return to China. In the mid to late 90's the average annual increase in the number of returnees was 13%, but since 2000
the rate has increased sharply. Of the 100,000 students estimated to have gone abroad yearly, 20,000 returned in 2003,
25,000 in 2004 and 30,000 in 2005. The City of Shanghai is estimated to receive 2,000 to 3,000 returnees a year. China is
ranked 8th on the Global Talent Index, and is set to improve this raking to 6 th position by 2012.
Acquiring and Retaining Talent: The Lessons from China and India
The illustrations above are living proof that it is possible to reverse the trend of skills losses to the developed to the
developing world and to dissuade internal skills from wanting to leave. The IIT graduates in India see the “promising
future in India” as the reason they do not think of emigrating, and those coming back see the growth in opportunities
back home. This is what they were in search of when they left home in the first place. A survey of returnees in China
found reasons for returning classified as follows:
Reasons %
China's rapid economic development 58
Good government policy 47
Good opportunity to develop new technology in China 42
Hard to find good opportunities overseas 32
Glass ceiling overseas for Chinese 31
Political stability in China 19
Much as the above factors may appear to be grounded in national policies and politics, a lot also has to do with socio-
economic and what corporate companies can do to influence. The companies hiring talent in India and China are private
companies, not governments. It is therefore necessary to understand the motivations driving talented people today and try
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to address them. People with talent want all kinds of freedom: freedom of thought, movement, and association.
Restrictive immigration laws, for example, will not attract talented people. People with talent also want challenge, the
opportunities to put their skills to use and the space to do so. They do not fit in boxes and are uncomfortable with
rigidities. They are happy to work hard, but they want to do so t their own terms, deciding when, where and how to work.
Today they are becoming more demanding of a greater work - life balance, and will take a lesser paying job if it provides
for a freer and more flexible environment. Younger workers particularly are searching for greater meaning to work, and
place challenging experiences at the top of their job search lists.
The Pay Factor

Many organizations respond to a talent crisis by producing the cheque book and increasing salaries, and the
telecommunications sector has been a big culprit in this. Deloitte Consulting LLP, found reliance on financial incentives
and other traditional approaches for luring and retaining talent techniques as outmoded for today's talented workers.
Competition can always match the pay cheque, starting a wage spiral, which benefits employees including those without
skill. But it does not build commitment. China and India are already learning the hard way. High turnover is the result of
people hopping from one job to another for more pay, with an average 1.8 years in a job in Shanghai. On the downside
are the promotion of mediocrity and the lack of commitment to the company. The salary should be seen as part and
parcel of a properly crafted talent management strategy.
In any case, most organizations in the developing world cannot win in a salaries war with any competitors outside their
borders. That means that the source of attraction for talent retention strategy has to be a unique and homegrown
proposition. Competitive advantage lies in doing something different from competitors and which they cannot easily
copy in the short term.
The Role of Human Resources Management

Managing talent is deeply anchored within the Human Resources domain, and its growing importance for organizations
in the face of the global talent shortage and the resultant talent war, places Human Resources in a unique position of
influence within the organization.
Loss of talent and the general brain drain is never in itself a problem, but a symptom to a problem. Focus has for long
been placed on the entry and exit points of the talent management pipeline and a focus on these is tantamount to
administering a remedy when it is too late. HR needs to adopt an integrated approach to the management of talent, which
entails looking not just at the sourcing and compensation aspect, but at the total talent management value chain.
HR managers should adopt the talent mindset and be the talent advocates in the organization. This implies creating the
talent-friendly environments at the workplace and understanding what talent holders really want and value. HR needs to
build an employer brand and ensure that the best people not only remain in the company, but are aggressively developed
and trained, role modeled and promoted. These are the areas in which HR can lay claim to value addition and being a true
Business Partner.
It needs to be born in mind that decisions to leave one's country and go and live abroad away from a familiar social and
cultural environment and dislodged from the network of family and friends are not decisions taken lightly. It is so much
easier to dissuade people not to go simply by attending to issues personal to them.
The above require that HR start thinking outside the box from the traditional way of practicing Human Resources. HR
actions should be guided by the needs of the talent holders and be seen to be responsive to their special circumstances.
Sometimes things that look simple, such as hours of work, fixed starting times, flexibility with lunch breaks, can make a
huge difference for people in deciding whether to stay with an organization or not. Yet rarely do we visit these standing
rules in our organizations to see whether they are conforming to the mood of the times and the interests of the holders of
talent.
Conclusion:
We cannot talk seriously about capacity building without talking about and addressing the threats posed by the brain rain.
Nations invest a lot of their scarce resources in education systems and training institutions, and should put in place
measures to retain those skills for nation building. Organizations should invest in keeping all the skills they are able to
attract by becoming an employer of choice.
Attracting and keeping skills threatened by brain drain will require the combined efforts of governments and the business
community. They will however look up to the ingenious advice of the Human Resources practitioner.
_________________________________________________________________________________________________
References:
1. M Koontz, H. (1990). Essentials of management. New York: The Free Press

2. Koontz, H. (1990). Essentials of management. New York: The Free Press
3. Chartered Institute of Personnel and Development UK, 2006
4. CIPD Report: Talent Management, understanding the dimensions
5. China Daily, 2008-07-10
6. China's economy to become world's biggest in 2035: study
7. China Daily, 2007-02-13
8. Report raises 'brain drain' alert
9. Deloitte Consulting LLP, 2008
10. Competing for Talent, a survey of talent trends in technology and telecommunications
11. Talent Management for the Technology sector
12. It’s 2008: Do You Know Where Your Talent Is? Why Acquisition and Retention Strategies Don’t Work
13. Hedrick & Struggles, Economic Intelligence Unit, 2007
14. Mapping Global Talent, Essays and Insights, Global Talent Index (GTI), 2007 -2012
15. ILO, 2001
16. Migration of Highly Skilled Persons from Developing Countries: Impact and Policy Responses by B. Lindsay
Lowell and Allan M. Findlay
17. Interviews with CAS scientists, 2002 and 2004
18. Is China a Magnet for Talent?” by David Zweig
19. McKinsey & Company, 1998
20. The McKinsey Quarterly: The War for Talent
21. The brain Drain: Old Myths, new realities
22. The Economic Times, 1997-06-24
23. 'Brain gain' for India as elite return, top-range salaries tempt back tens of thousands of highly skilled Indians who
had moved to the West
_________________________________________________________________________________________________
A Study of Retail Talent Development
Prof. Karuna Jadhav
Neville Wadia Institute of Management Studies & Research (NWIMSR), Pune-01
karuna1323@rediffmail.com.
________________________________________________________________________________________________
Introduction
Retailing is today among the single largest employer in the world. New job openings and more opportunities are
being created every day in this field and a retailing career thus continues to offer a multitude of possibilities. It is
universally believed that probably no other industry in the world offers a greater variety of career opportunities.
Retailing offers jobs to millions around the world and is a major employer in India. Careers in retailing can be
both financially and personally rewarding.
Objective:
The objective of this study is to descriptively analyze the role of HR in retail.
This paper tries to identify and discuss current challenges and future challenges for HRD in facing future growth. For the
current challenges, the focus is on the inadequate supply of skilled manpower and knowledge workers and for the future
challenges, it is about globalization.
All the data in this study are obtained from the secondary data such as books, article, journal, economic report. In
conclusion the paper proposed a policy response and recommendation to take in facing future growth for HR in retail.
Some of the key jobs in a retail operation are as follows:
CEO- Passion with a capital “P” is the catch word for one heading a retail operation. The key requirements for this post
are a tremendous amount together with the willingness to put in long and strenuous hours. The business may seem
glamorous from outside but behind the scenes, it entails a lot of hard entrepreneurial work. The person at the helm of
affairs must have an aptitude for providing quick and efficient purpose, the ability to build a great organization.
VP Merchandising:
Getting the right item at the right time and at the right price would be the key result area (KRA) of such a position. Since
retailers deal with a very large variety of items stock- keeping units ( SKU’s) at any given time , the person must be
thoroughly knowledgeable of every detail about the range of products that the company deals in .to succeed in this
position, an individual must possess strong analytical skills, be an organized person and a quick decision maker himself
and have strong negotiation skills. A good command of the entire supply chain is essential along with a sense of costing
and vendor development. Good vendor relations are the key to a successful retail operation. A merchandising head is, in
fact, totally responsible not only for negotiation with the vendors but also for the distribution of their products to the
stores, and their presentation, pricing and promotion etc…
The HR factor in retail management is still largely ignored.
The mood in India these days is "Goodbye, Socialism. Welcome, Sonyism". But the sudden explosion of retailing
accentuates the principal challenge confronting Indian retailers in the coming decade: staffing operations and motivating
teams.
The lack of formal retailing education further exacerbates the problem of recruiting. How should retailers build human
relations in retail management?
_________________________________________________________________________________________________
The first ingredient is infusing a passion for success in employees. If the staff are the employees of the company, rather
than outsourced from agencies, there will be greater commitment.
Further, retailers should make every employee a partner through a stock options scheme. A watchman who knows that he
has a stake in the final profits, in the form of a bonus or a stock option, will ensure zero levels of shrinkage. Remember,
businessmen must share their wealth with those who generate it.
Get the basics right:
Retailing is a hard business. It is rigorous. The floor staff stands on its feet for up to nine hours every day. The job of the
salesperson on the floor is physically exacting and emotionally draining.
Which is why changing existing mindsets and motivating personnel will also require ensuring basic hygiene factors? It is
crucial to provide toilets, restrooms, canteens and dining areas, as well as recreation rooms to the staff.
The astute retailer will provide meals to the staff, so that they eat wholesome, nutritious food. He will provide not merely
restrooms, but also resting rooms, for women, with a few beds. This provision is law in many countries. Leading global
retailer Marks & Spencer outsourcers manufacture of its merchandise. However, when it appoints a new supplier, its
managers first check the staff toilets and dining facilities.
Also, in a competent retail organization, each employee should spend at least 10 working days a year in the classroom.
Training of the staff is the best investment in the retail business. Training has to be constant, in the classroom and on the
floors, on a daily basis. Business schools should come together to pioneer a new curriculum for master's degree in retail
management.
Next to training is the vital policy of building careers and promoting people from within the company. Internal
progression systems augment loyalty and boosts morale.
The staff is strongly motivated by the belief that they will grow when they deliver results. There should be a well-defined
succession plan in the company and potential candidates should be groomed with adequate training and exposures.
Respect the floors:
Astute retailers will walk the floors every day. In a customer service-oriented retail outlet, the supervisory staff,
managers, directors or the chairman of the company will walk the floors.
They will also seek advice and customer responses from the staff. As Sam Walton, the best retailer of our times, once
said, "Our best ideas come from the shop floors.
Most CEOs are obsessed with the stock prices of their companies, their net worth and how many million retail sq ft they
own. They do not focus on organization-building or talking to the floor staff.
Looks do matter:
Retailing is about the staff wearing clean, ironed uniforms. It is about shaving daily, using the right type and the right
amount of deodorant; it is about bright eyes and warm smiles, about polished shoes, no straps showing through the
uniform and no hairy armpits.
These are fundamental hygiene factors, but they can make or break a sale. It is a smart move to recruit the grooming and
communications staff from top five-star hotels to train retail staff.
There are also organizational implications. How many sets of uniform should be given to a staff member? One of the
largest retailers in West Asia gives only two blouses to the female staff. Should the girl be washing her blouse every
night when she reaches home at 11 pm, after having been on her feet for nine hours? If one blouse is torn, should she
wear the used one again, and perhaps smell stale?
_________________________________________________________________________________________________
Which is why manuals that define every operation of a store are vital: retailers like Woolworths and Marks & Spencer,
for instance, have comprehensive operating manuals. The manual would clarify timings, responsibilities, operating
conditions, policy on uniforms, leave, breaks, pilferage, shrinkages and so on.
Loyalty works both ways:
Accept it: talent and skill are scarce. It is sensible to hold quality staff, always. Arrogance proclaims, 'There are a billion
Indians; we can always find another salesman'. Sense states: 'You may find another candidate, but not a good salesman'.
Andrew Carnegie, the American steel billionaire, asserted, "Take away my factories, but leave my people, and soon we
will have a new and better factory."
The people who work in the store are the family jewels. It is common to read in the newspapers of many corporations
and retail houses boasting of the termination of 5,000 to 15,000 jobs, if the business is going downhill.
Such mass separations do not resolve underlying business issues and, in fact, pulverized morale on wholesale scales.
When a business performs appallingly, the issues really stem from dim-witted decisions and strategies conceived by the
Board/CEO. The top guns survive. But 15,000 employees lose their jobs in loudly-trumpeted announcements across the
media, in bizarre attempts to restore share market confidence. Such phony remedies have unforgiving impacts on
employee morale and commitment.
Family ties:
Working in any company should be fun and rejuvenating. The staff should look forward to coming to work daily. This is
possible when the team spends informal times together.
Winning is great fun, becoming rich is glorious, and it is vital to celebrate success together. If the employees of a retail
company dance, sing, eat, rejoice together, the company stays together.
Remember, the family that eats together, stays together. Retail is no different
Scope for employment opportunities:
It is small wonder then that retail sector has opened the floodgates of employment opportunities to the Indian youth.
Statistics reveal that the organized retail sector has increasing employee base burgeoning from 5.4 lakh to an awesome 16
lakh over the last couple of years.
About 11.5 lakh jobs in the organized retail sector and 2 million jobs in the unorganized retail sector will be thrown open
by 2011 what with the likes of key players in including Pantaloon India, RPG Retail, Lifestyle, Wills lifestyle, Shoppers
shop, Crosswords Bookstores Ltd., and Reliance Retail Ltd. And the retail sector has abundant opportunities for part
time positions as well due to the long working hours.
Compensation packages:
In general, hefty salary packages with attractive perks and allowances are offered by the employers luring the talent of
this country into the retail industry. Surprisingly the average salary of even a fresher could be up to Rs.20,000/- with an
assured average salary hike of 16% per annum. In some organizations the growth in salary ranges from Rs.60, 000/- to
Rs.70, 000/- annually.
HR practices in some of the most successful retail verticals in India:

Apparels: Pantaloon India:
Here is a retail giant who hires at least 250 MBAs for operations and merchandising profiles. The candidates go through
an induction period and a short training thereon. Individuals are allotted projects for the next five months under the
supervision of project guides. They are placed in suitable positions thereafter, with progressive authority and
responsibility.
_________________________________________________________________________________________________
Indian software industry:
The challenge for HR professionals in software industry is sheer shortage of high intellectual human capital both in
numbers and skills. Recruitment of world class workforce and their retention is a serious challenge posed in HR industry.
The yawning gap between the demand and supply of professionals has increased the cost of delivering the technology.
The incentive compensation is based on performance keeping the long term organizational objectives in mind. Optimized
compensation packages are offered as a motivator for retention of manpower.
Food and grocery:
It is estimated that the food and grocery market in India is an astounding $236 billion, and it is the sixth largest grocery
market in the world today. No doubt that human resources are an important asset in this food and grocery retail industry.
Many top companies have made HR a strategic partner in their operations. One famous example is Nestle, the global
giant in consumer packaged goods. Nestle has a strong internally developed employee backing which gives a major push
to the company's lead position in the retail industry.
Role of HRD managers in new environment:
The new environment has thrown many challenges and opportunities. These challenges include-
 To be customer-oriented
 Cost effective
 Quickly responding
 Technology adoptive
 Quality Oriented
 Service centered and organization
All above challenges require employees at all levels to change. It is people who can make difference in the organization.
HRD staff have key role to play in this direction.
_________________________________________________________________________________________________
IHRM
Prof. Rahul Jain,
Assistant Professor
MAEER's Arts Commerce & Science College, Pune
rbmjain@gmail.com
_______________________________________________________________________________
Introduction:
In the Global village, organizations have crossed the boundary of the country in terms of their business operations. The
liberalization process in India, has thrown enormous opportunities for foreign companies to come to India and Indian
companies to expand the market beyond the country. In fact, many Indian internationals are performing extra ordinarily
well outside the country. Moreover, the merger and acquisitions have created a lot of new entities with an integration of
both Indian and multinational companies. This change has demanded new facets of human resource functions to manage
with international perspective .International human resource management (IHRM) is the process of procuring, allocating,
and effectively utilizing human resources in a multinational corporation. If the MNC is simply exporting its products,
with only a few small offices in foreign locations, then the task of the international HR manager is relatively simple.
HRM refers to those activities undertaken by an organization to effectively utilize its human resources. These activities
would include at least the following:
 Human resource planning
 Staffing
 Performance management
 Training and development
 Compensation and Benefits
 Labor relations.
DEFINATION OF IHRM:
MORGAN defines IHRM as:
International human resource management is defined as interplay between the 3 important dimensions of human resource
management human resource activities, types of employees, and countries of operation.
Aims and objectives: Examine the origin and meanings of International Human Resource Management and the nature of
the employment relationship and its management in comparative context.
 Assess critically and comparatively the concept of Human Resource Management in Multinational Firms and
Across Different National Business Systems.
 Examine key Contemporary HRM policies and practices, such as recruitment, selection, training and reward and
performance management in Multinational Firms.
 Provide informed up-to-date comment and analysis on the implications of local/regional/global issues in relation
to the management of human resources in international organizations, for example the emergence of
Shareholder Capitalism and the current global economic and financial crises.
 Identify and explain organizational impacts of international economic and business issues including social and
political influences and legal requirements in people management.
 Analyze the relevance of international employee mobility to global organizations and the appropriateness of
various human resource strategies in the deployment of international personnel.
 DOMESTIC V/S INTERNATIONAL HRM

 The four other variables that moderate differences between domestic and international HRM. These variables
are:
_________________________________________________________________________________________________
The Cultural Environment
There are many definitions of culture, but the term is usually used to describe a shaping process. That is, members of a
group or society share a distinct way of life with common values, attitudes, and behaviors that are transmitted over time
in a gradual, yet dynamic, process. Culture is a pivotal issue in any society to make the people comfortable. People
working in different cultural set-up in various countries to experience cultural differentiations leading to culture shock.
NEW TRENDS IN HR
Human resource management is a process of bringing people and organizations together so that the goals of each other
are met. The role of HR manager is shifting from that of a protector and screener to the role of a planner and change
agent. Personnel directors are the new corporate heroes. The name of the game today in business is personnel. Nowadays
it is not possible to show a good financial or operating report unless your personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls
for future skill mapping through proper HRM initiatives.
Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global
alignment of Indian organizations. There is a need for multi skill development. Role of HRM is becoming all the more
important.
Some of the recent trends that are being observed are as follows:
 The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric
organizations. Organizations now need to prepare themselves in order to address people centered issues with
commitment from the top management, with renewed thrust on HR issues, more particularly on training.
 Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such
organizational models also refocus on people centric issues and call for redefining the future role of HR
professionals.
 To leapfrog ahead of competition in this world of uncertainty, organizations have introduced six- sigma
practices. Six- sigma uses rigorous analytical tools with leadership from the top and develops a method for
sustainable improvement. These practices improve organizational values and helps in creating defect free
product or services at minimum cost.
 Human resource outsourcing is a new accession that makes a traditional HR department redundant in an
organization. Exult, the international pioneer in HR BPO already roped in Bank of America, international
players BP Amoco & over the years plan to spread their business to most of the Fortune 500 companies.
 With the increase of global job mobility, recruiting competent people is also increasingly becoming difficult,
especially in India. Therefore by creating an enabling culture, organizations are also required to work out a
retention strategy for the existing skilled manpower.
Geographic, Economic, And Linguistic Imagination Of IHRM:

It is argued that IHRM, as an academic area of writing, faces three major challenges in its geographic, economic
and linguistic imagination and reach.
First, human resource management is a manifestly „Western‟ concept, originating in and dominated by empirical
and theoretical knowledge from North American and Western European countries. Similarly, the majority of
IHRM texts are written by authors from this cultural and geographic area, displaying a kind of constrained
diversity in terms of its contributors and socio-cultural specify in terms of its geographic reach.
Second, language poses one of the major challenges to the assumption that human resource management is a
universally applicable concept. Considering difficulties with translation, there is often rudimentary use of
sources published in other languages in mainstream English-language IHRM texts.
Third, the difficulty of formulating overarching conceptual frameworks, theoretical models and critical
approaches is a recurring theme in IHRM texts. Empirical studies on IHRM are rare but once made available
their assertions find their way to mainstream texts and they are used extensively in teaching and further
research.
_________________________________________________________________________________________________
Theoretical Developments: A Framework Of Strategic Hrm In Multinational Firms
An integrative framework of strategic international HRM has been presented by Schuler, Dowling & De Cieri (1993).
Since the publication of Schuler et al.‟s framework, developments have brought the need to consider revision of the
framework and De Cieri & Dowling (forthcoming) have developed a revised framework of SHRM in multinational firms
which.
As depicted in , multinationals operate in the context of worldwide conditions, including the exogenous contexts of
industry, nation, region, and inter-organizational networks and alliances. For example, the removal of internal trade
barriers and integration of national markets in the European Union has brought a new range of inter organizational
relationships. In addition, the introduction of the European Monetary Union from January 1999 has the potential to hold
significant implications for inter organizational relationships. Exogenous factors exert direct influence on endogenous
factors, SHRM strategy and practices, and multinational concerns and goals. If we were to examine the impact of
economic difficulties in the Asia Pacific region since 1997, we would be likely to see examples of this influence.
Endogenous factors are shown in order of most „tangible‟ to most „intangible‟.
Multinational structure refers to both the structure of international operations and intra organizational networks and
mechanisms of co-ordination. The life cycle stage of the firm and the industry in which it operates are important
influences for SHRM in multinationals as are international entry modes and levels of firm strategy. The most intangible
endogenous factors are experience in international business and headquarters‟ international orientation. Following
developments in the literature and Taylor, Beechler and Napier‟s (1996) integration of resource dependence and
resource-based perspectives, the model suggests that there are reciprocal relationships between endogenous factors,
SHRM, and multinational concerns and goals.
With regard to HR strategy and practices, reciprocal relationships between strategic issues and SHRM strategy and
practices have been highlighted by research taking a resource based perspective (Taylor et al. 1996; Kamoche, 1997). In
addition, several studies have shown that HR activities such as expatriate management are influenced by both
endogenous and exogenous factors. Effective SHRM is expected to assist the firm in achieving its goals and objectives.
This view is influenced by the emerging body of SHRM literature that examines the relationships between endogenous
characteristics,
SHRM strategy and practices, and firm performance or competitive advantage (Becker & Gerhart, 1996; Dyer & Reeves,
1995). While some research has suggested that multinationals will gain by utilizing and integrating appropriate SHRM
strategy and practices, to enhance firm performance (Festing, 1997; Kobrin, 1994), there remains inconclusive evidence
and important questions about the nature of this relationship (Caligiuri & Stroh, 1995; Peterson, Sargent, Napier & Shim,
1996; Sparrow, Schuler & Jackson, 1994). The model offered by De Cieri & Dowling (forthcoming) aims to assist in the
cross-fertilization of ideas to further develop theory and empirical research in strategic HRM in multinational firms.
To summarize, this paper has endeavored to meet three objectives: First, to outline the various approaches which have
been taken to the study of IHRM; second, to discuss the variables which moderate differences between domestic and
international HRM; and third, to briefly outline recent work which examines the topic of strategic human resource
management in multinational enterprises. Attention to these three points will, I believe, take us some way to completing
the puzzle of International HRM which Laurent has described.
Conclusion
Managing people in an international context is the essence of international human resource management. This requires an
understanding of how a multinational company operates in its home and different countries. This functions narrated in
this paper are some of the broad functions of IHRM which differentiate from the domestic HRM.
In addition to these, there are couples of issues that need to be addressed by the HR professionals managing IHRM like
the labour relations in the international perspective, social responsibility of the organization. The industrial relations
systems vary from country to country & it is very difficult to formulate one policy to be adopted universally.
Hence, it is desirable for HR professionals to acquaint themselves with the labour relations systems of the host country
and the third country in addition to the parent country wherever required.
_________________________________________________________________________________________________
Bibliography:
1) Human Resource Management by Biswajeet Pattanayak. Published by PHI Learning Pvt.Ltd.New Delhi.
2) International Human Resource Management Theory and Practice by Mustafa Ozbilgin. Published by Palgrave
Macmillan is the global imprint of St. Martin‟s Press.
3) Human Resource Management – 4th edition by Wendell.L.French published by Houghton Mifflin Company.
4) Human Resource Management by Gary Dessler 7th Edition published by Hall of India Pvt.Ltd.
5) Human Resource Management from internet site on International Human Resource Management.
6) Human Resource Management by Robert L. Mathis, John H. Jackson Now in its 11th edition, Bob Mathis and
John Jackson
7) The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR Issues of Today
and Tomorrow Edited by Mike Losey, Dave Ulrich, Sue Meisinger.
8) The Workforce Scorecard: Managing Human Capital To Execute Strategy
by Mark A. Huselid, Brian E. Becker, Richard W. Beatty.
9) Investing In Your Company's Human Capital: Strategies To Avoid Spending Too Little--Or Too Much by Jack
J. Phillips
10) Managing Human Resources through Strategic Partnerships by Susan E. Jackson, Randall S. Schuler.
11) Empowering Employees by Kenneth L. Murrell, Mimi Meredith.
The Brave New World of e HR: Human Resources in the Digital Age edited by Hal Gueutal, Dianna L. Stone, Eduardo
Salas.
_________________________________________________________________________________________________
Competency Mapping - A Tool For Maximizing Employee Efficiency
Prof. Rajlaxmi Pujar

MBA (Marketing). Assistant Professor
Indira School of Business Studies, rajlaxmim@rediffmail.com
Dr. Prof. Arun Handa
Ph. D, Assistant Commissioner
VANMATI, arunphanda_123@rediffmail.com
________________________________________________________________________________________
Competency Mapping- A Tool For Maximizing Employee Efficiency

Abstract:
People and their competencies have become the most significant factors that give competitive edge to any
corporation. It has been a general observation that hard work, sincerity, knowledge, intelligence alone does not
make a person a star performer in his/her profession. There are other factors that help an individual excel in his
job. As far as meeting an individual's career aspirations are concerned, once the organization gives an employee
the perspective of what is required from him to reach a particular position, it drives him to develop the
competencies for the same. "Competencies enable individuals to identify and articulate what they offer-regardless
of the job they happen to have at the time-so that their organization can see, value and utilize what capability is
actually available. The people who are outstanding in their performance will continue to be in demand and will
keep rising and for this the human resource of each organization should develop the competencies which they
have in order to compete with the highly competitive market. The future is going to be that of competent people
and competency based organizations. Competency mapping is important and is an essential exercise. Every
organization should have well defined roles and list of competencies required to perform each task effectively.
Such list should be used for recruitment, performance management, promotions, placement and need based
training.
This research paper is a secondary research and it will focus on competency mapping process, and how
assessment and evaluation of competencies can help to maximize employee efficiency.
Introduction:
In today’s competitive world it is becoming very important to build on the competitive activities of the business,
particularly regarding what competencies a business needs to have in order to compete in a specific environment. Top
management is identifying corporate core competencies and working to establish them throughout the organization.
Human Resource Development builds competency based models that drive business results. Competency modeling
addresses the development of people from process design through succession. But most of the organizations of all sizes
are still struggling with defining, designing and implementing competency model projects. The process is completely
customizable. The decisions of competency design are driven by number of organizational factors, including
management philosophy, customer requirements, business needs and in-place processes. These factors vary from one
organization to another, requiring a customized approach to competencies in the workplace. Customization is essential to
the overall success of competency efforts, since every organization must integrate competency concepts into its own job
design, recruitment, hiring orientation, development and succession processes.Following are the organizational issues
which are prominent in present scenario:
 World economy is marked by rapid changes and technical innovation. Organizations need to continually
upgrade their employee competencies to perform and succeed. There is an intense focus on performance which
can only be achieved by investing in a competent workforce. Everyone desires performance.
 Organizational aspirations at the market place can only be realized by a workforce that is multi-skilled, mobile
across jobs, and high on self esteem.
 Dissatisfaction with the quality of education has led industry to take up education and training to maintain a
work-ready workforce.
_________________________________________________________________________________________________
 Having a uniform understanding of competencies in the organization allows for a common language for
describing effectiveness.
 Last, but not the least, the quality movement requires organizations to ensure their employees are competent.
Competencies also support a strategic intent on the part of organizations and nation.
This can be proven by some examples. The example of Singapore trying to build core competency in the financial
services is a case in point. The country embarked upon a systematic acquisition of competence by encouraging competent
financial services personnel from various countries to migrate to Singapore. The government also put in place a
systematic development plan to develop core competency in the financial services field. Similarly, Malaysia
implemented the multimedia super corridor to develop competency in the information technology field. . What bill gates
has remarked on Microsoft’s need to perform consistently to remain successful and relevant in the new economy, applies
equally to other organizations.
Role of Competencies
Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill
sets, which would make their organizations competitive. There has been a shift in the focus of the organizations. Now
they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And
what other way than to develop the people, for human resource is the most valuable resource any organization has.
Organizations of the future will have to rely more on their competent employees than any other resource. It is a major
factor that determines the success of an organization. Competencies provide a common language and method that can
integrate all the major HR functions and services like Recruitment, Training, performance management, Remuneration,
Performance appraisal, Career and succession planning and integrated Human resource management system. Over the
past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion
of competencies as a key element and measure of human performance.
Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:
 Defining the factors for success in jobs (i.e., work) and work roles within the organization.
 Assessing the current performance and future development needs of persons holding jobs and roles
 mapping succession possibilities for employees within the organization, assigning compensation grades and
levels to particular jobs and roles, Selecting applicants for open positions, using competency-based interviewing
techniques
 Competencies include the collection of success factors necessary for achieving important results in a specific job
or work role in a particular organization.
 Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are
described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work
roles.
Competency Mapping Competency Mapping can be defined as a process through which one assesses and determines
one's strengths as an individual worker and in some cases, as part of an organization. The individual’s level of
competency in each skill is measured against a performance standard established by the organization.
Generally speaking, competency mapping examines two areas: emotional intelligence and strengths of the individual in
areas like team structure, leadership and decision-making. Large organizations frequently employ some form of
competency mapping to understand how to most effectively employ the competencies of strengths of workers.
Competency mapping tailored to an organization is necessary to train, define and retain talent in a company. As a result
of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results.
The benefits of Competency Approach:
 Increased Productivity
 Improved work performance.
 Training that is focused on organizational objectives.
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 Employees know up front what is expected of them.
 Employees are empowered to become partners in their own performance development
Competency Mapping: - Traditional Job Analysis vs. Competency Approach
In traditional approach a detailed Job Analysis leads to:
 Long lists of tasks and the skills / knowledge required to perform each of those tasks.
 Data generation from subject matter experts; job incumbents
o In competency approach effective performance Competency model leads to
 A distilled set of underlying personal characteristics.
 Data generation from outstanding performers in addition to subject matter experts and other job incumbents.
 Outstanding Performance The approach allows executives and managers to make a distinction between a
person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an
outstanding fashion
 Need For Competency Models: Organizations use competency models for various purposes .The generic
reasons that remain valid across all users are the following:
 To provide a way in which the concept of competency can be applied to organizational needs.
 To understand the variables determining performance and their correlation to it.
 To enable the rapid deployment of competencies in an organization.
 To go ahead with creating models that are of use, the organization has to be more specific on potential uses of
the model. The model could be used to support hiring, growth and development plans, or performance and
compensation management. Firstly, the organization has to be clear on which of these applications is important.
Secondly, it should build the implementation of that application into the initial project plan.
The "Competency Mapping” process is given below:
Step 1: Identifying Job Families
All the jobs in the organization are grouped on the basis of commonality.
Step 2: Identifying Competencies
This is a crucial step in the "Competency Mapping" process. The competency set emerges from 3 stakeholders:
Therefore, each of job family has 3 sets of competencies:
1. Competency set related to the organization mission / vision / strategy.
2. Competency set related to Internal and External Customer Expectations.
3. Competency set related to departmental focus areas.
Step 3: Defining Competencies
The competencies identified have to be defined concisely in order to reduce misinterpretation. Step 4: Strategizing
Competencies The competencies identified are divided into Vital, Essential and Desirable competencies for each job
family.
Step 5: Defining Measurement Scale
The calibrations in the measurement scale of each competency are defined.
Step 6: Position Profiling:
Each position is profiled in terms of:

1. Vital, Essential and Desirable Competencies.
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2. The expected calibration on the measurement scale of each competency.
Step 7: Person Profiling:
Each person is profiled in terms of level of knowledge application and attitudes on the measurement scale of each
competency. The superimposing of the Person profile on the Position profile has wide ranging ramifications. These two
profiles integratively have the potential of enhancing the effectiveness of all HR Systems.
The gaps between the position profile and the person profile give birth to training needs. The training programs designed
in response to these training needs:
1. Would have a direct impact on Job Performance.
2. Align the person to customer, departmental and Organizational needs continuously.
3. Therefore, the phenomenon of "Training for Performance" occurs.
Furthermore, the person and position profiles simplify Job enrichment, Rotation and Enlargement processes.
Though these HR Concepts have been around for quite some time, they have rarely been practiced. There are very few
companies who believe in as well as implement them.
Examples of How Organizations Have Implemented Competency Mapping:-
Competency Mapping at Zensar Technologies
Zensar has a behavioral competency model which is based on various job roles in the organization. The process of
implementation is detailed below:
 Having defined the various job roles, a focused study was initiated where job role holders were interviewed on
the critical incident method and the data of success-critical factors was collated.
 The job roles and deliverables were finalized on the basis of the competencies derived from the data. This data
was further analyzed, and on the basis of this competencies that had an impact on the job roles and deliverables
were finalized.
 After identifying the competencies, a job analysis exercise was carried out where the importance level of every
competency was ascertained before freezing the competency model. For team leaders and project managers, the
company also runs development centers in-house; here, individuals are profiled on behavioral competencies
required for their position.
This process creates awareness in the individual about his behavioral traits in detail, and helps him chalk out an
individual development plan. Development centers help map an individual's potential, which is useful to both the
individual and the organization. All management development programs are also fine-tuned to address the specific
competency needs at different levels; the 360-degree feedback has also been designed on the competency model,
enabling managers to get feedback from their teams. This feedback is based on the rating of the competencies which are
an integral part of their managerial skill-set.
Competency Mapping at L&T InfoTech:
L&T InfoTech, has a successful competency-based HR system. recruitment, training, job rotation, succession planning
and promotions-all are defined by competency mapping. Nearly all the HR interventions in the company are linked to
competency. Competencies are enhanced through training and job rotation.
All people who have gone through job rotation undergo a transformation and get a broader perspective of the company.
For instance, a person lacking in negotiation skills might be put in the sales or purchase department for a year to hone his
skills in the area. The competency mapping process in the company took eight months for development of six roles and
two variations. Eventually, 16-18 profiles were worked out. The company uses PeopleSoft for competency mapping.
Behavioral competencies do not change every month. Two appraisals are done subsequently every project-end for skills,
and annual for behavioral competencies. Every quarter, an SBU-based skills portfolio is published. As far as training and
development is concerned, instead of asking people to attend classes, they themselves get pulled to the classes.
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Conclusion:
Competencies are the inner tools for motivating employees, directing systems and processes and guiding the business
towards common goals that allow the organizations to increase its value. Introduction of competency mapping has led to
enhancement of skills and introducing skill appraisals in performance appraisals. This has also led to training people on
how to assess subordinates on competencies, also employees' readiness or potential to take on new challenges. It helps in
determining the person job fit, which can be based on matching the competency profile and generating an ideal profile of
an individual that confirms to the set of competencies required for excellence within a profession. Individuals would
know the competencies required for a particular position and therefore would have an opportunity to decide if they have
the potential to pursue that position. This will lead to increase in realization of self potential, increased job satisfaction
and resulting in increased efficiency.
Bibliography:
1. Mily Velayudhan T.K, Competency Mapping of the Employees- A Study, 2011 International Conference on
Information Communication and Management ,IPCSIT vol.16 (2011)
2. Sanghi Seema (2007), Competency Mapping, Second Reprint, Sage Publications India (P) Limited, New Delhi: pp
1-6.
3. http://www.halehumancapital.com
4. http://www.strategy2act.com
5. http://www.ere.net
6. http://www.citehr.com
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Employee Engagement-A Corporate Boon
Top Drives for Effective Engagement
Prof. Swati Bankar
Asst Professor MITCOE CMSR
bankar_swati @rediffmail.com
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Abstract
Employee engagement is the level of commitment and involvement an employee has towards their organization
and its values. An engaged employee is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. It is a positive attitude held by the employees
towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job
involvement and what should company do to make the employees this paper focuses on specific management
behaviours important for enhancing and managing employee engagement, both positive behaviours to be adopted
and negative behaviours to be avoided; and exploring these behaviours at two levels of management, first-level
line managers and more senior managers (managers who manage other managers
Introduction
A review was conducted to explore the definitions of employee engagement used in the literature. This suggested that
there is no general consensus amongst academics and practitioners on the conceptualisation of employee engagement.
In the academic literature, employee engagement was conceptualized by Kahn in 1990 as „the harnessing of organization
members‟ selves to their work roles: in engagement, people employ and express themselves physically, cognitively,
emotionally and mentally during role performances‟ (p694). Kahn suggested that engaged employees identified with
their work and therefore put more effort into their work.
Other academics have taken a different approach from Kahn. Although still conceptualizing employee engagement as a
psychological state, they consider employee engagement as the positive antithesis of burnout (Maslach et al 2001).
Maslach and Leiter (1997) define employee engagement as the direct opposites of the burnout dimensions: engagement
consists of energy, involvement and efficacy, which turn into exhaustion, cynicism and ineffectiveness respectively
during burnout. Shaufeli and Bakker (2003) also view employee engagement as the positive antithesis of burnout, they
consider it to be a distinct construct which negatively relates to burnout; they define employee engagement as a state of
mind, characterized by vigour (high levels of energy and investing effort into one‟s work), dedication (work involvement
experiencing a sense of pride and enthusiasm about one‟s work) and absorption (fully concentrated and engrossed in
one‟s work).
While academic conceptualizations tend to define employee engagement as a psychological state and focus on
engagement with roles and tasks, business and practitioner definitions tend to add a strong focus on engagement with the
organization. Schaufeli and Bakker‟s (2010) review states that the majority of HR professionals and management
consultancies tend to define employee engagement in terms of the following:
Employees‟ willingness to go the extra mile, which includes extra-role behavior and discretionary effort that promotes
the effective functioning of the organization. For example, Towers Perrin (now Towers Watson) defines employee
engagement as the connections people have with their organization, across three dimensions (that echo Kahn (1990)):
Rational: the extent employees understand their roles and responsibilities (thinking)
Emotional: the level of passion employees bring to their work and organization (feeling)
Motivational: employee willingness to invest discretionary effort to perform their roles well (acting). The CIPD felt it
was important to differentiate employee engagement from similar constructs, such as organizational commitment. They
argue that, although individuals who are highly engaged are generally more committed to the organization and display
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more discretionary effort, these are distinct constructs to engagement. Therefore, the CIPD definition of engagement
focuses more on the job role and tasks, rather than the organization, and is based on the more state-based academic
definitions such as that of Kahn (1990):
1 Intellectual engagement: thinking hard about the job and how to do it better (thinking)
2 Affective engagement: feeling positive about doing a good job (feeling)
3 Social engagements: actively taking opportunities to discuss work-related improvements with others at work (acting).
The variety and range of definitions of employee engagement present a challenge when reviewing employee engagement
research. The current study therefore aims to define engagement in a way that encompasses all the key definitions used in
both academic research and practice. To do this, all the key words and characteristics that had previously been used to
define employee engagement were listed out and grouped into themes. The resulting framework shows similar themes to
the Kahn, CIPD and Towers Watson definitions. For the purposes of this study, employee engagement has thus been
defined as:
‘Being focused in what you do (thinking), feeling good about yourself in your role and the organisation (feeling), and
acting in a way that demonstrates commitment to the organisational values and objectives (acting).’
The Top Drives of Engagement:

 They are, in order of importance:
 Senior management‟s interest in employees‟
 well-being
 Challenging work
 Decision-making authority
 Evidence that the company is focused on
 customers
 Career advancement opportunities
 The company‟s reputation as a good employer
 A collaborative work environment where
 people work well in teams
 Resources to get the job done
 Input on decision making
 A clear vision from senior management organizational performance in competitively
Meaningful ways
Fig :1 The Employee Engagement Driver Spectrum
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Employee engagement is the driver which can help in obtaining quality outputs, improved performance, employee
participation, increased motivation levels. To say the least, employee engagement is the driver of success for any
organization. Employee Engagement-the drivers: It is obvious that employee engagement can indeed bring success to any
organization. The biggest question which managements need to ponder about is how? There are 10 formulae which can
bring the required change
01. Innovations in the work place- the key for success: Modern day Japanese organizations are using highly advanced
management concepts like Kaizan Management, Total quality management. Supply chain management which call
for a high degree of innovation in the workplace. Encouraging employees to innovate is an important thing which all
the organizations need to cultivate. Encouraging the employees to innovate can bring the desired outputs, in terms of
quality, productivity and profitability.
02. Encouraging employee participation: Encouraging the employees to participate in Decision making and other
organizational tasks is an important facet every organization needs to build. Employee participation ensures a high
degree of connectivity to the Organization, this connectivity is employee engagement.
03 Creation of a stress free and hassle free environment: If the above two tasks are to be accomplished, then it really
requires the presence of the third i.e. creation of a stress free and hassle free environment. A stress free and hassle
free environment means that employees put their best efforts; they can innovate and be creative ensuring optimum
output.
04. Hygienic environment: A hygienic environment means that an organization which has decent employee- employer
relations, free exchange of information is possible without any barriers. An organization of this sort can help a great
deal in building a hygienic environment which aids in organizational success. Innovation in the work
placeEmployeeParticipationHygienicEnvironmentEmployeeMotivationCreation of stress free environment
Employee Engagement resulting in a high performance organization. Ability to face challenges Employee
Accountability Adaptable to changes Eree flow of Information. The Employee Engagement Driver spectrum
05. Employee motivation: Creation of an environment which consists of hassle free working environment, excellent
cross cultural relations and friendly employee and employer relations is highly recommended as such an
environment can motivate the employees to a great deal thus resulting in improvement in performance.
06. Encourage Team work: Encouraging teams to work has its own advantages. Normally teams know how to
complete the work within a stipulated interval of time with limited resources. 07. Employee Accountability:
Encouraging employee accountability is the key thing. Advocating the thought of accountability ensures people are
trusted with a job, the responsibility that comes with the job and are expected to complete the job in stipulated time
intervals. Employee accountability is important to achieve employee engagement.
08. Employees to face challenges: Encourage employees to face to new challenges, handle new challenging tasks, adapt
to new situations. To handle challenging situations employees need to be engaged to their jobs, to their organizations
all the time. It is this bonding to their jobs, employee's attachment to their jobs which ensures that they can handle
challenges.
09. Advocate change management: Due to the advent of globalization, industry, organizations and its people are facing
the need to change constantly. Top managements should be propelling techniques such as change management to
ensure that its employees are always ready to face, accept and deal with challenges.
10. Allow free flow of information: Top managements need to allow free flow of information such as industry updates,
sectoral updates, product updates, quality issues and compliances, employee development updates etc.
Conclusion
Ten best practices create a concept called employee engagement in place in organizations. Employee engagement is
highly needed in India with many diverse cultures.
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References
1. Dutta Andrew, Employee Engagement: New Corporate Perspectives, HRM Review, 11 (2008)
2. Sangeetha K., Employee Engagement: An emerging paradigm, HRM Review. 19(2008)
3. Mallikarjun K., Employee Engagement: Emotional between employee & employer, HRM Review, 39 (2008).
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HR-Talent Management Using Data Mining
Prof. Prathiba.L
Lecturer-IT, MIT College of Management Pune Maharashtra, India
Email id : prathibalivingstone@gmail.com
Prof. Manju Mittal

Lecturer-IT, MIT College of Management Pune ,Maharashtra, India
Email id: manju.mittal@mitcom.edu.in
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Abstract:
Human resource processes are very dynamic processes and are very difficult to measure some times. Mostly they
have long-term influence on company development and human resource managers have often problems to
manage their performance. The impact of new technology, new communication systems and new information
systems is increasing in analyzing human resource processes.
Nowadays everyone knows the power of information technology (IT) tools for reaching business targets. The
utilization of IT tools help not only to fulfill defined company’s goals but to optimize the work processes as well.
Trends and results of the contemporary studies constantly confirm contribution of the IT tools in Human
Resources (HR) area i.e. to accomplish assigned HR tasks by using the source of IT capabilities.
Human Resource (HR) applications that are embedded with Artificial Intelligent (AI) techniques can be used to
help decision makers to solve unstructured decisions. In the advancement of AI technology, there are many
techniques can be used to advance the capabilities of HR application. Data Mining is one of AI technology that has
been developed for exploration and analysis in large quantities of data to discover meaningful patterns and rules.
In actual fact, such data in HR data can provide a rich resource for knowledge discovery and decision support
tools. So far, the techniques and application of Data Mining have not attracted much attention in Human
Resource Management (HRM) field. Data mining is a process of extracting patterns from data using computer-
based algorithms. These patterns can then be used to help predict future events. It has been used by marketing to
refine approaches for some time.
Data Mining is among the best approach to analyze records in the databases. The analyzed results can be used for
future planning for talent management. The patterns can be generated by using some of the major Data Mining
techniques, such as clustering, association, prediction and classification. Data mining techniques can be used for
employee evaluation, counseling techniques and performance management for effective and efficient decisions.
Keywords: Data Mining, HRM, AI, IT
Introduction
Human resource discipline is therefore investigating influence of usage information and communications technology,
which allows not only faster acquirement of information, but offers extra help at decision making on human resource
field.
Traditionally human resource management (HRM) has had a people-oriented approach. However today, when the
competitive demands of the marketplace require a reorientation of strategic human resource philosophies and practices,
an emphasis are being given to a knowledge-based administration using technology as a tool.
Human Resource (HR) applications along with Artificial Intelligent (AI) techniques can be used to help decision makers
to solve unstructured decisions. In the advancement of AI technology, there are many techniques can be used to advance
the capabilities of HR application. Data Mining is one of AI technology that has been developed for exploration and
analysis in large quantities of data to discover meaningful patterns and rules. In actual fact, such data in HR data can
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provide a rich source for knowledge discovery and decision support tools. Till now, the techniques and application of
Data Mining have been unattended in Human Resource Management (HRM) field. Through data mining we can identify
existing talent by predicting their performance using the past experience knowledge.
HRM aims to facilitate organizational competitiveness; enhance productivity and quality; promote individual growth and
development; and complying with legal and social obligation as well as they needs to struggle effectively in term of cost,
quality, service or innovation. This can be achieved having enough right people, with the right skills, working at the
appropriate place at appropriate time but this is the real challenge to manage right person at right for right job at right
time.
Data mining is a process of extracting patterns from data using computer-based algorithms. These patterns can then be
used to help predict future events. It has been used by marketing to refine approaches for some time. We believe that it
has an important role to play within HR, especially for large firms.
HR is evolving into a more technology-based profession because organizations need to:
• Streamline HR processes and reduce administrative burdens.
• Reduce HR administration and compliance costs.
• Compete more effectively for global talent.
• Improve service and access to data for employees and managers.
• Provide real-time metrics to allow decision-makers to spot trends and manage the workforce more effectively.
• Enable HR to transform so it can play a more strategic role in the business.
• Ensure that workers receive proper training and development.
• Offer new insights on how to increase productivity.
• Enable employees and managers to receive needed information faster.
• Reduce HR administrative costs.
• Assist with better employee assessment and selection” (Walker, 2001, pp. 10-11).
Identifying the existing talent is one of the top talent management challenges and to handle this issue, it can be done by
predicting the talent based on their performance using Data Mining technique. HR must identify potential techniques for
data mining for talent forecasting which will help to identify right people for right job at right time.
Data Mining is among the best approach to analyze records in databases. The analyzed results can be used for future
planning. The patterns can be generated by using some of the major Data Mining techniques, such as clustering,
association, prediction and classification. Data mining techniques can be used for employee evaluation, counseling
techniques and performance management for effective and efficient decisions.
Data mining is an important step of knowledge discovery in databases (KDD) which includes five steps: selection, data
preprocessing, transformation, data mining and interpretation/ evaluation
Selection: This step is aimed to search and select relational data for data discovery, which includes transformation
between different mode data and data gathering. The goal of data selection is to distinguish requisite data set to analyze
and improve the quality of data mining.
Data preprocessing and transformation: This phase includes four sub steps, such as data cleaning, data integration,
data transformation and data reduction. Their main task is to filtrate false or incompatible data and combine data that are
used in multi-document or multi-database runnable condition.
Data mining: This is the most important phase of knowledge discovery in databases. It requires confirming the task or
goal of data mining firstly and deciding what kind of mining algorithm should be used. Then, we could start data mining
to discover useful mode or knowledge.
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Data mining process will select data from the related human resources databases and transform it into useful knowledge.
Data set selection process involve a study about the related competencies factors which can be identified from the actual
data or databases. This is very important task in order to determine the significant attributes. Each employee has different
competencies factors and that are depends on the type of their work.
Interpretation/ Evaluation: The task of this step is to express the final outcome and filtrate information. In addition,
we should make the discovered mode visionable or intelligible, for example, we can transform classifying decision tree
to the classifying rule of “IF……THEN……”
The performance evaluation of HRM Human resource management (HRM) includes personnel management, human
resource plan, job analysis, employment policy, training, performance evaluation and salary management, etc. And the
performance evaluation is a very important measure. There are many ordinary methods of performance evaluation, such
as scale evaluation, behavior evaluation and crucial incident method. In this study, a new method with data mining
method is introduced.
Data Mining Techniques For Talent Management
Data Mining is among the best approach to analyze records in databases. The analyzed results can be used for future
planning. The patterns can be generated by using some of the major Data Mining techniques, such as clustering,
association, prediction and classification. Data mining techniques can be used for employee evaluation, counseling
techniques and performance management for effective and efficient decisions.
choosing the object of data mining:
Data mining process will select data from the related human resource databases and transform it into useful knowledge.
Data set selection process involve a study about the related competencies factors which can be identified from the actual
data or databases. This is very important task in order to determine the significant attributes. Each employee has different
competencies factors and that are depends on the type of their work. Individual factors contains three main aspects;
knowledge and expertise; management skill; and personal characteristics. Data selection is a beginning step in Data
mining process, this step is a process to study attributes or parameters for each of the factors that could be represented as
a group of data set.
We choose employee’s performance as the object of data mining, because we can obtain potential and valuable
information about human resource characteristic that can benefit manager to institute human resource policy to find
excellent employees.
Data preprocessing:
The aim of data preprocessing involve two sides: one is to ensure the preciseness and efficiency of original data; the
other is to ensure the preciseness and efficiency of the model of data mining by adjusting the format and content of data.
At this phase, we should collect every employee’s information as more as possibly. It includes demographic data as well
as ability, attitude, belief and outstanding achievement, etc. The data preprocessing is a fussy step of data mining.
It is needed to make the type of data consistently, unify the value range of field and delete irrespective field, etc. For
example, the fields of employees’ names could be deleted since they are not meaningful for the data mining of common
characteristic. However, the fields of interpersonal communication, respect for occupation, responsibility and learning
attitude could be dispersed to three grades as high, moderate and low because it is not necessary to evaluate them
accurately. Finally, we collect the preprocessed data into a single database by deleting redundant data. By the way, it can
be used directly in the phase of data preprocessing if the data warehouse mode has been established in enterprise
information system, because the cost of data preprocessing is high while the data warehouse can supply requisite data for
next analysis that skips the phase of data preprocessing. In the case of this study, we use the data warehouse model to
analysis, which is built for the former HRM system. The model is designed for the simply evaluation for employees with
a steroidal structure.
Cluster analysis:
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After finishing the phase of data preprocessing, cluster analysis is needed to classify the data more appropriately. Cluster
analysis is based on the similarity of data, which classify similar data into the same group. The process of grouping a set
of physical or abstract objects into classes of similar objects is called clustering. The objects are clustered or grouped
based on the principle of maximizing the intraclass similarity and minimizing the interclass similarity. Cluster analysis is
an important human activity. Early in childhood, one learns how to distinguish between cats and dogs, or between
animals and plants, by continuously improving subconscious clustering schemes.
Example:
• List of employees have similar characteristics
• Group the top performers
Association:
Association analysis finds interesting association or correlation relationships among a large set of data items. The
discovery of interesting in mining association relationships among huge amounts of business transaction records can help
in many business decision making processes, such as catalog design, cross marketing and loss-leader analysis.
Example:
• Associate the employees profile to the most appropriate program/job
• Associate employee attitude with performance
Prediction & Classification:

Databases are rich with hidden information that can be used for making intelligent business decisions. Classification and
Prediction are two forms of data analysis that can be used to extract models describing important data classes or to
predict future data trends. Prediction and Classification techniques can produce the percentage accuracy in employee
performance; predict employee’s behavior and attitude, predicting performance progress, identify the best profile for
different category of employee.
Example:
• Predict the percentage accuracy in employee performance
• Predict employee’s behavior and attitude
• Analyze forecast and model information to quantify human capital assets
• Predicting the performance progress throughout the performance period
• Identifying the best profiles for different employees
Knowledge Discovery and Management in Databases

Knowledge management—the ability of an organization to create, share and use the collective knowledge of its products,
processes and people to increase workplace productivity and reduce activities that “reinvent the wheel”—is being moved
to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are turning to a previously
untapped resource: their employees’ knowledge
Knowledge Discovery in Databases (KDD) is concerned with extracting useful information from data stores. We view
data mining (DM) as the step (be it automated or human-assisted) in this larger process called the KDD process. The
broad KDD process includes: retrieving the data from a large data warehouse (or some other source); selecting the
appropriate subset with which to work; deciding on the appropriate sampling strategy; selection of target data;
dimensionality reduction; cleaning; data mining, model selection (or combination), evaluation and interpretation, and
finally the consolidation and the putting to practical use of the extracted “knowledge”.
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Depending upon the knowledge like general, technical, domain and expertise, professional qualification, different skills
like making decision, influencing people, building relationship, giving-seeking information, his/her Personal
Characteristics like leadership, discipline, proactive, innovative, Social obligations like award and appreciation,
Performance we can have the knowledge of the employees capabilities.
Conclusion:
Data warehouses and data mining tools are now available to support strategic decision-making. Analytical tools
previously were impossible because of a lack of data, not being cost-effective and lack of integration with traditional IS
was not possible for complex queries. Data warehouses provides centralized repository of selected HR data that is
managed separately from live data. Data mining tools with advanced statistical data analysis techniques can be used to
define relationships among policies, procedures, practices and organizational outcomes that may be readily apparent.
Common uses of data mining techniques include questions related to manpower planning, predicting turnover, validating
tests and monitoring HR practices for disparate impact.
Organizations that combine effective HR management processes with effective HR technology are likely to be more
productive and more profitable than those who depend still on traditional IS.
 The challenges faced by organizations in implementing Data warehousing and Mining are
 To identify the proper data warehousing and data mining model that would be applicable for the particular
policy and practice in the organization to maximize the benefits while minimizing the pitfalls along the way.
 The tools which are available are expensive and implementing them , understanding the DW and experts to
handle DW are fewer in number in the market.
 Traditional DBMS tools still holds the market due to pricing, ease of using but reports generated are not meant
for complex queries. Failure to align knowledge management efforts with the organization’s strategic objectives
 Creation of repositories without addressing the need to manage content
 Failure to understand and connect knowledge management into individuals’ daily work activities
 An overemphasis on formal learning efforts as a mechanism for sharing knowledge
 Focusing knowledge management efforts only within organizational boundaries.
References:
1. http://www.ipcsit.com/vol2/89-C134.pdf
2. http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=05976501
3. http://cdn.intechopen.com/pdfs/13157/InTech-
data_mining_classification_techniques_for_human_talent_forecasting.pdf
4. www.iiis.org/CDs2011/CD2011IMC/KGCM_2011/.../GB772CV.pdf
5. www.waset.org/journals/ijhss/v5/v5-11-102.pdf
6. Tai, W.S. and C.C. Hsu (2005) "A Realistic Personnel Selection Tool Based on Fuzzy Data Mining Method".
7. http://www.atlantis-press.com/php/download_papaer?id=46.
8. Lynne, M., "Talent Management Value Imperatives : Strategies for Execution". 2005, The Conference Board.
9. Cubbingham, I., "Talent Management : Making it real". Development and Learning in Organizations, 2007.
21(2): p.4-6.
10. CHINA UPDATE (2007) "HR News for Your Organization : The Tower Perrin Asia Talent Management
Study".http://www.towersperrin.com.
11. http://www.6msmag.com/index.php?option=com_content&view=article&id=75%3Adata-mining-techniques-
for-talent-forecasting-in-human-resource-and-application&catid=37%3Aed1&Itemid=74
12. Weka: Weka3, Machine Learning Software in Java, Computer Science University of Waikato, Hamilton,
New Zealand, http://www.cs.waikato.ac.nz/~ml/weka/, 2003 I.H. Witten, E. Frank, Data Mining – Practical
Machine Learning Tools and Techniques with Java
_________________________________________________________________________________________________
The Role of HR Leaders in The Present Context
Poorna Chandrika
Asst Professor, DEPT. OF SMS, CBIT.
poornachandrika37@gmail.com
Abstract
Human resources function is known to be the last bastion of bureaucracy. Traditionally, the role of HR
Professionals in many organizations has been to serve systemizing, policing arm of executive management. Their
role was closely aligned with personnel and administration functions that were viewed by the organization as
paperwork.
In today’s environment much of the HR role is transforming. The role of HR Leader is Important in changing the
organization. Successful organizations are becoming more adaptive, resilient, quick to the changing environment.
The HR-professional who is considered necessary by the managers and executives to don the role of a change
mentor. The HR-professionals who understand these roles are leading their organizations in areas and are
contributing to serve business goals.
Strategic partner:
In modern organizations, to guarantee their viability and ability to contribute the HR leaders.
Need a prominent role, the HR Leader contributes to the to the development of and the accomplishment of the
organization’s goals. To be successful business partners, the HR staff has to think like business people and is
responsible for cost reductions and the measurement of all HR programs and processes.
Employee advocate:
As an employee advocate the HR-leader plays an important and integral role in the organization’s success., via
his knowledge and advocacy of people. The advocacy includes expertise in how to create a conducive work
environment.
Change champion:
The constant evaluation of the effectiveness of the organization results is the need for the HR-Leaders to
champion change.
To promote the overall success of the organization, HR Leader champions the identification of the organization’s
mission, vision, values, goals and action plans.
Introduction:
Human resources function is known to be the last bastion of bureaucracy. Traditionally, the role of HR Professionals in
many organizations has been to serve systemizing, policing arm of executive management. Their role was closely aligned
with personnel and administration functions that were viewed by the organization as paperwork.
In today’s environment much of the HR role is transforming. The role of HR Leader is Important in changing the
organization. Successful organizations are becoming more adaptive, resilient, quick to the changing environment. The
HR-professional who is considered necessary by the managers and executives to don the role of a change mentor. The
HR-professionals who understand these roles are leading their organizations in areas and are contributing to serve
business goals.
Life was so easy and uncomplicated a few decades ago. A person joined an organization and generally retired from the
same. Maximum changes that you would witness in a professional life of an average employee would be two or three
years.
Today 2 - 3 changes occur within the first couple of years of a person's professional career. Things like employee
engagement, talent management, Training & development, Change management have suddenly become critical and
important. In this perspective, where does HR stand. Is it a department, or is it simply a function. Or is much more than
either of these like maybe a culture in itself...
_________________________________________________________________________________________________
Objectives of The Study:
1.To understand the role of HR-Leader’in the organization in today’s context

2.To know about the multiple roles played by the HR-Leader.
3.To learn about the transformation of HR-manager into a HR-leader.
4.To assess the HR-leader’s importance in successfully combating major HR-challenges in the organization.
5.Overall to know about the HR-Leader’s role in shaping and re-shaping the organization.
The Roles Played By The Hr-Leader:
Strategic partner:
In modern organizations, to guarantee their viability and ability to contribute the HR leaders.
Need a prominent role, the HR Leader contributes to the to the development of and the accomplishment of the
organization’s goals. To be successful business partners, the HR staff has to think like business people and is responsible
for cost reductions and the measurement of all HR programs and processes.
Employee Advocate:
As an employee advocate the HR-leader plays an important and integral role in the organization’s success., via his
knowledge and advocacy of people. The advocacy includes expertise in how to create a conducive work environment.
Change Champion:
The constant evaluation of the effectiveness of the organization results is the need for the HR-Leaders to champion
change.
To promote the overall success of the organization, HR Leader champions the identification of the organization’s
mission, vision, values, goals and action plans.
These are the following HR issues and challenges that organizations and the HR-Leaders face in the near future.
The biggest challenge that HR Leaders and their organizations will face is the chronic shortage of professionals due to
the ageing of the employees who in their majority will reach the retirement age without enough replacements, in a highly
competitive context, where uncertainty and higher rates of change will justify as a key factor of success, that
organizations to remain competitive should pursue policies of employee´s engagement with a deepness and discipline
never known before. Such a scenario will have the following implications:
1. The efficiency of HR in attracting, retaining and motivating professional talent will be determinant in defining
the competitiveness of organizations immersed in a highly volatile context of business, where collaborative
practices, flexible working schedules, corporate social networks, projects of transformational impact and
knowledge sharing practices will be commonplace.
2. HR department with the support from executive management is instrumental in building a positive reputation of
a company as an excellent employer, by developing practices of employer branding to compete fiercely for
attracting the best talent available in the job market.
3. HR will deal with the coexistence of different generations of talented, seniors and younger professionals due to
that part of the employee´s shortage will be covered by elder workers who will enjoy from better expectations of
living. HR must provide from means of achieving a healthy balance between life and work to minimize stressful
incidents that could affect the organizational climate and consequently, helping to preserve productivity as a
whole.
4. In a context where collaborative work, effective teamworking and knowledge sharing will be common practices
in the workplace, HR should promote a culture of coaching and mentoring where senior professionals are
willing to share their knowledge and experiences with younger and inexperienced workers.
5. A Human Resources Director should support actively the leadership vision and its related strategies, as well as
the current and future issues and trends in the subjects of Human talent, with the potential of impacting
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company´s operations, financial performance, market positioning and employee satisfaction. Human Resources
should have then, a permanent seat at the corporate table.
6. Also important will be the competency of a Human Resources Director to provide guidance on structure,
staffing, mentoring and management; assisting to the leadership with the effective utilization of staffing
resources to ensure operational excellence with proper strategic alignment and nurturing a great workplace
environment, where an excellent package of compensation and benefits, programs that encourage a right balance
between life and work, and an exciting career development and succession plans will be systematically designed
and will be developed to provide employee satisfaction.
Lessons that are to be learnt by HR-leaders:
The first is to respect the inherent worth of the contributions made by individuals and teams of individuals to the
organization's success. Every employee can add value to the organization, but even the most talented can flounder
without management's respect for their efforts. In addition, it is the role of leadership to provide an appropriate
framework or structure in which work is performed, coupled with a strong administrative support system to nurture the
employee's efforts. Doing so will leverage talent and will prioritize and focus collective employee efforts toward the
goals of the organization. This will assist us in getting the best from our workforce
.A second lesson that has shaped management approach is to make good decisions derived from reliable and relevant
data, facts, and other information. It is the HR-Leader’s responsibility to ensure that the information use to make a
decision goes through a comprehensive, perhaps exhausting, analysis. This is important because it is incumbent upon
management to be accountable for their decisions. HR-Leaders have to be honest with employees about the basis for
their decisions, whether they are addressing a change to an employee compensation or benefits plan, or whether they are
investigating a problem with an individual employee's performance. These kinds of decisions are highly scrutinized and
require a level of forthrightness about the way HR-Leader make the determinations. The same is true for decisions that
HR-Leaders must communicate to the public and to other constituents to whom they are accountable.
Finally, HR-Leaders must master the art of communication, because communication is very important in the
organization How you communicate decisions can make or break the success of any initiative. To get the most from your
workforce, communication cannot be top-down only. It must also be bottom-up, and sideways, formal and informal, and
HR-Leaders must employ a range of venues and media to make sure everyone receives, hears, and understands the
message. That same focus on clear and comprehensive communication is critically important for conveying the strategic
priorities for the organization..
It is very important for every institution leader to understand about the value of its people within an organization and
what motivates them collectively and individually.
Global HR-leaders must emphasize it and equip employees with cutting-edge knowledge and skills. The more employees
feel equipped to do their jobs, the more motivated they will be to work hard.
Leaders must also be mindful that efforts to motivate employees should take center stage because so much of success
depends on staff. smaller rewards and gestures can make a huge difference in motivation. It may be as simple as taking
time for a personal thank-you or a public acknowledgement of a job well done.
As leaders, they can also remove the barriers that keep employees from doing their best work. This could mean getting
employees the equipment they need to work more efficiently, or developing processes that are more effective and
removing work that is redundant. HR-Leaders also need to be open to employee suggestions and include employees in
discussions .
An HR-Leader who dons a role of an astute business officer will connect the intrinsic value of the HR function to the
business and academic goals of the institution and will encourage a meaningful and productive partnership. After all, HR
is usually the place one turn to for resolving internal conflicts within organizations. HR staff typically have a highly
honed communication skill set. HR is where employees go to seek trustworthy, reliable advice on matters that are often
highly confidential.
HR Leaders know how to develop talent, understand employment law, and have strategies to increase productivity and
reduce waste in staff operations. And HR Leaders can assist in breaking down barriers and silos and facilitating change
within the organization and its workforce. All this opens the door to real value for employ
Increasingly, mobility of talent is a hallmark of the modern, globalizing economy and a core dimension of the broader
employment value proposition of many global companies. Such mobility takes many forms, including movement of
employees within and across organizations as well as the migration of people within and across sectors and regions of the
_________________________________________________________________________________________________
global economy. It also encompasses organization investments in the development of required skills and knowledge
among their workforces and government initiatives that strengthen labor market participation of their working age
populations.
The trend towards increasing mobility seems inexorable. It comes with clear economic benefits to individuals,
organizations and economies. But, it also comes with costs and risks that different stakeholders, including business
leaders ,HR-Leaders and public policy makers, need to take into account.
 Future changes dramatically, one constant remains unchanged: what ensured past success will also secure
future success regardless of the changing business dynamics, and that constant is people. A workforce that is
committed to company's success is a workforce that experiences mutual trust and respect with its management
team.
 HR leader ‘s role is to equip executive team and managers throughout the ranks with the skills, people
philosophy and freedom to make the leadership decisions that inspire your people's pride, trust and dedication to
the company's success.
 HR Leader’s role in assuring Individual Staff Competencies: What HR competencies are needed; how do
the HR-Leaders know if an individual possesses them; and what is the best approach to ensure that they are
developed.
 Filling the HR Talent Pipeline: T o ensure that right talent is applying and being selected for the federal HR
workforce; what are the best sources of talent; and what assessment tools are most effective for selecting HR
professionals?
 Professional Development: HR Leaders initiative should be structured to best meet the needs of the HR
community. And to provide for the professional growth of the current federal HR workforce.
 Cross-Agency and Cross-Organization Collaboration: The role of HR community and individual agencies
needs to be involved to ensure that real progress is being made in building the HR workforce of the future.
 Accountability: HR-Leaders accountability for obtaining, developing, and retaining the HR talent they need;
and how they are accountable for developing and maintaining the competencies they need.
 An effective strategic and operational HR Leader and Business Partner, with significant global experience as
a HR/Talent Management professional, is an influencer of change and innovation within the HR context.
Experienced thought, implementation and delivery creative thinker, a pragmatic implementer:The HR-
Leader must be a business aligned professional with deep knowledge of contemporary human resource practice,
and innovation • Technical business skills including strategic planning and innovation, project management,
business analysis and design, technology solutions, metrics and KPI performance, transformation
 Delivering excellence in Shared Services,: devolved and centralised HR models
Quality people management practice – leading and coaching staff .sharing knowledge and
 Staff Resourcing, Attraction:, :sourcing & selection, Social Media tools, People Management, Organisational
and Business Process Re-engineering, Industrial & Employee Relations, Remuneration & Reward, Strategic
Planning, Policy Development, Change Programs, Consultancy.are some of the ancillary functions.
In assessing the advantages and specific features of this new civilisation, HR-Leader should focus on the
following
An unprecedented level of Information Technology (IT) development which turns information into a factor of
production. labour. This has a major revolutionising impact on both production and social processes;
A transformation of managers into leaders of teams of intellectuals who are creative, self-reliant, sometimes
difficult to deal with, but absolutely indispensable for further business development. These leaders should be a
broad-minded, and at the same time highly competent specialists in a specific area. understand the importance of
efficiency of work and the means to enhance it.
A large company or holding is a most complex social and economic system; to manage it requires collective
efforts of managers and intellectuals, headed by talented and socially intelligent leaders.
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Leaders and managers must bear in mind the social welfare of their staff, as well as increase their motivation.
Motivation and cultivating a team spirit that supports leaders at the grass-root level. Motivation is a determining
factor of high productivity and quality of labour.It is necessary for a future manager to become a real leader in
business.
There is no universal model of a new generation leader; every executive or a manager is an individual, like a
painter or an actor, or a composer. However, some core competences of a business leader can be identified as
absolutely indispensable for a key figure to manage people, production, financial flows, and innovations. These
are universal leadership traits,..
1) First of all, HR-Leader must be a skillful analyst, and increasingly a creative researcher, who can grasp the subject of
management as a contradictory system, actively interacting with an external world dynamic. He or she must be able to
comprehend the subject not in a static way, but in a dynamic one, reflecting the process of constant structural changes
and transformations in the modern managerial world.
2) From here comes another core feature – targeting innovation in the constant search for ways to improve and develop
for what the HR-Leader is accountable for. Knowledge, understanding, and certain skills are playing a pivotal role.Long-
term and short-term forecasts, to provide for transformations and structural changes which would result in increasing
production scale and greater efficiency.
HR is absolutely critical to social business transformation. HR needs to partner with all other functions, especially
marketing, to ensure that everyone is aligned on the promises they are making to customers, and that their employees are
ready to deliver on them.
It’s HR Leader’s role to develop people practices – from training, to internal communications, to implementation of
internal social networks – that prepare and mobilize everyone to be ―social‖.
HR Leader in an organisation helps for organizational change part of social business transformation, making sure that
people understand the goals of the change, why it is important, and providing coaching to employees who are having
difficulty. Some great things HR can do to help include: writing guidelines that speak their employee’s language,
providing internal communications and training on social media for internal and external social networks, and even
implementing programs like cross-generational mentoring that leverage Gen Y’s social-savvy and build engagement
across the company.
In an ideal world, creating positive employee experience would be entrenched in every fiber of every leader and every
employee. The reality is that HR is the ―keeper of the flame‖ of culture and has the ability to help architect some of those
experiences. Because HR leaders should be waking up every morning, planting their feet on the ground and saying
―Today, what can I do to create the conditions ripe for activated brain cells in my organization?‖
HR needs to help make the whole corporation greater than the sum of its parts and to implement practices that support
corporate strategies, build shareholder value and sh―Effective HR leaders align their departments with the organizations
they serve and match their ape the corporate image. At the business unit level, HR needs to focus on strategic objectives,
identifying and serving target customers, creating wealth in the marketplace and delivering an employee value
proposition.‖1
During the last 25 years, HR resource strategy has grown and changed dramatically—from functional strategies in the
1980s and capabilities strategies in the 1990s to today’s result-oriented strategies. Strategic shifts in HR reflect changing
labor market conditions and new business thinking. Research suggests that in the future there will be a need for increased
contributions from HR business strategy, including ethical and cultural leadership.2 In the immediate future,
strengthening HR strategic leadership is one of today’s most critical goals.
Human Resource Leadership Capabilities

Shaping Business Developing HR Leading Change Aligning HR Achieving
Strategy Strategy Processes Results
Understand the business Identify people- related Enable the Change roles, Implement actions
context and develop issues and formulate organization to activities and and processes to
plans to achieve plans to address them. implement change systems to achieve achieve results.
competitive advantage. effectively. desired outcomes.
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Conclusion:
Hr-Leader’s role in today’s context is enormous.He/She must possess the capabilities to translate compan’s
mission,vision and philosophy into stratergic business plan.HR-Leader also plays a key role in developing systems and
structures that reflect the organization;s values and in conjuction,supports employee performance at the
organizational,team and individual level.Areas such as change management,team effectiveness,leadership and
management processes are the core thrust areas of the HR-Leader.
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The Effect Of Emotional Exhaustion On Job Satisfaction And
It’s Impact On Performance
Bagus Suminar
S.E., S.Psi.,M.M., Lecturer from STIE Perbanas Surabaya, Indonesia
(bagus@perbanas.ac.id)
Emma Yulianti
S.E., M.M., Lecturer from STIE Perbanas Surabaya, Indonesia
(emma@perbanas.ac.id)
____________________________________________________________________________________________________________
Abstract
Lecturers have a variety of roles, namely research, teaching and community service. In an effort to fulfill those
roles, lecturers can experience emotional exhaustion. A person who is experiencing emotional exhaustion is
characterized by the depletion of emotional resources, such as feelings of frustration, despair, sadness,
helplessness, depression, apathy towards work, irritable and easily offended and felt shackled by the tasks in the
job. These conditions make a person feels unable to providing his or her jobs. Aim of this research is to examine
the relationship among emotional exhaustion, work satisfaction and lecturer performance. The research was done
in the STIE Perbanas College Perbanas Surabaya. This study uses primary data and secondary data, the number
of samples used is 40 lecturers. Path analysis used to determine the effect of a variable or set of variables to
another variable, whether direct or indirect influence. Based on the results of data analysis, the research result is
follows: (1) Emotional exhaustion has not a direct influence on lecturer's job satisfaction (2) Emotional exhaustion
has not a direct influence on the performance of lecturers. (3). Lecturer's job satisfaction has a direct and
significant influence on the performance of lecturers (4). Job satisfaction didn’t mediate the influence of emotional
exhaustion on the performance of lecturers.
Key word: emotional exhaustion, job satisfaction, job performance
Introduction
Emotional exhaustion is part of a three-dimensional burn out the emotional exhaustion, depersonalization, and low self-
esteem (Maslach, 1993). Service professions, such as lecturer is primarily a face job demands and emotional
involvement. Daily interactions with students and colleagues often lead to the pressures and challenges that lead to
emotional tension and can cause stress. When the stress at work is inevitable some of the consequences of physiological
and behaviour can occur. Consequences of demanding work conditions and causes of stress is defined as a burn out
(Freudenberger and Maslach in David Friesen & Prokop, 1988). So that emotional exhaustion is the core of the burnout
syndrome according to Maslach and Caputo in Sujtipto, 2001.
A person who is experiencing emotional exhaustion is characterized by the depletion of emotional resources, such as
feelings of frustration, despair, sadness, helplessness, depression, apathy towards work, irritable and easily offended and
feels shackled by the duties in the job so that a person feels unable providing psychological services (Sutjipto,2001:668).
Someone who is experiencing emotional exhaustion will affect his job performance and job satisfaction. Study conducted
by Ashtari et.all (2009) shows that emotional exhaustion, burnout, and feeling of individual failure causes in ability to
attain appropriate job performance. Other studies examined the effect of emotional exhaustion on employee performance
indicating that emotionally exhausted employees perform poorly on the job (Shirom, Nirel, & Vinokur, 2006).
Other studies examined the effect of emotional exhaustion on job satisfaction shows that emotional exhaustion causes a
significant influence on job satisfaction (Yuanlaie, 2011). Job satisfaction has always been associated with a person's
performance.
_________________________________________________________________________________________________
Lecturer Performance shall be evaluated periodically for consistency of performance measurement that includes quality,
quantity and timeliness can be monitored. Performance measurement for lecturers by Usman (1995) is seeing its
competence. Statutory Lecturer and Lecturer in 2005, the lecturer should have a pedagogical competence, personal
competence, social competence and professional competence. These four competencies are aimed at improving the
professionalism of a lecturer.
I Theoritical Framework And Hypotheses
1.1. Emotional Exhaustion
Before describing the theories of emotional exhaustion first need to understand that emotion comes from the word
emotional. According to the Wedge (1995) emotion is a tendency to have a peculiar feeling when dealing with certain
objects in the environment. Meanwhile, according to Crow and Crow (2003) defines emotion as a state of turmoil on the
individual that serves as an inner adjustment (adjustment from inside) to the environment to achieve individual well-
being and safety. Emotions sometimes depart from the anger, sadness, fear, pleasure, love, surprise, annoyance and
embarrassment (Zagladi 2004:24).
When the emotion out, people get emotional. That is, all the emotional symptoms become visible with all its
consequences, and it became the starting point for the nuances of emotional life that is not inexhaustible. At a certain
level of emotion to experience fatigue, tiredness then there emotional (Zagladi, 2004:24).
According to Maslach, 1993 that a person is experiencing emotional exhaustion is characterized by the depletion of
emotional resources, such as feelings of frustration, despair, sadness, helplessness, depression, apathy toward work and
feel shackled by tasks in the work so that a person feels unable to provide psychological services.
Emotional exhaustion arises because someone is working too intense, dedicated and committed, working too much and
too long and looking at their needs and desires as the second. This causes them to feel the pressure to give more. This
pressure can come from within themselves, from clients / students in need, and from the administrators (supervisors and
so on). Given these pressures it can cause a sense of guilt, which in turn encourages them to add more energy. When
reality does not support their ideals, they still struggle to achieve these ideals themselves until they drained resources,
thus experiencing fatigue or frustration caused by obstruction of the achievement of the expectations (Freudenberger in
Farber, 1991).
1.2. Understanding Job Satisfaction
Davis (1996:105) states that job satisfaction are a set of unpleasant feelings of employees about whether or not their
work. There are important differences between these feelings with the other two elements of employee attitudes. Job
satisfaction is feeling happy or not happy that the relative ("I love doing various tasks") that differ from objective
thinking ("The work is complicated") and desires of the behaviour ("I no longer plan to do this job in three months"). Into
three parts attitude that helps managers understand employee reactions to their work and estimate its impact on behaviour
in the future.
Meanwhile, according to Robbins (2001:163), job satisfaction refers to an individual's general attitude toward his work.
Someone with a high job satisfaction usually have a positive attitude towards his job, while someone who is not satisfied
with his work usually has a negative attitude towards work.
Job satisfaction is related to variables such as turnover, absenteeism, age, job level and size of organization. This is in
accordance with the opinion of Davis (1996:108-109), which suggests that job satisfaction is related to a number of
major employee variables, Such as turnover, absences, age, occupation, and size of the organization in the which an
employee works.
Baron and Greenberg (1990:164) states there are three major categories that influence job satisfaction, namely:
(1) Factors related to organizational policies or procedures, such as a fair system of rewards, company policy to give
employees the opportunity to participate in decision making, and quality of supervision (fair and competent). (2) Factors
related to specific aspects of a particular job or setting of the work, such as workload (workload), job variety and social
_________________________________________________________________________________________________
interaction. (3) Factors associated with personal characteristics of employees, such as self-confidence, ability to handle
pressure, ability to control the outcome, status and seniority.
Job satisfaction is a complex construct and is often measured as a global attitude of an employee to work (Lapopolo,
2002). Furthermore, many experts see that the level of an employee's job satisfaction is determined by many aspects of
his job. There are a number of elements that underline this construct. These elements are classified in five dimensions:
(1) job attributes (job, autonomy, responsibility), (2) rewards (salary, promotion, recognition), (3) other people in work
(supervisors, co-workers), 4) the context of the organization (policies, procedures, working conditions), (5) The
differences within the individual (internal motivation, moral values).
2.4. Job Performance
Theoretically job performance is one of the total collections of work that is in labour (Griffin: 1987 in Rival, 2005).
Meanwhile, according to Robbins (1996) defined performance as a function of the interaction between the ability or
abilities (A), motivation or motivation (M) and the chance or opportunity (O), performance = (A x M x O). This means
that performance is a function of ability, motivation, and opportunity. Employment opportunities are levels of
performance that is partly a function of the absence of obstacles that impede the employee. Although an individual may
be willing and able, there may be obstacles to become an obstacle.
Thus the performance is the willingness of a person or group of people to do something and refine activities in
accordance with its responsibilities with the results as expected (Rival et al., 2005).
Performance in carrying out its functions are not independent, but related to job satisfaction and rate of return, is
influenced also by the skills, abilities and individual traits. Therefore, according to a model partner-lawyer (Donnelly,
Gybson & Ivancevich, 1994) individual performance is essentially influenced by these factors: (i) the expectation of
reward, (ii) encouragement, (iii) the ability, needs and properties, (iv) perceptions of the task, (v) internal and external
rewards, (vi) perception of the level of rewards and job satisfaction.
2.5 The Relationship the relationship among emotional exhaustion, job satisfaction and job performance.
Study conducted by Ashtari et.all (2009) and Shirm et.all (2006) shows that emotional exhaustion, burnout, and feeling
of individual failure causes in ability to attain appropriate job performance. Other studies examined the effect of
emotional exhaustion on job satisfaction shows that emotional exhaustion causes a significant influence on job
satisfaction (Yuanlaie, 2011). Further, Job satisfaction has always been associated with a person's performance (Abdullah
et.all. 2011)
II Research Method
A. Research Design
Research design is a framework or blueprint as the main guideline in conducting the entire series of activities in research
(Maholtra, 2011). Research design can be viewed from many different perspectives. Based on objective perspective, this
research is explanation research. (Sekaran, 2006). According to the data collection method this research is survey
research (Sekaran, 2006).
B. Procedure and population characteristics
Population in this research is the full-time lecturers of STIE Perbanas Surabaya College. A total 45 full-time lecturers
became respondents and they fill the research questionnaires. A total 38 questionnaires were usable for data analysis.
C. Measurement
1. Emotional Exhaustion
We assess the Lecturers’ Emotional Exhaustion using scales developed by Zagladi (2004), Pines & Aronson (1989),
Burke and Greenglass (1995). The items used to measure this construct are: irritability, feel shackled, complain, and
despair. Sad, powerless, oppressed, restless, no matter, bored and physical impairment
_________________________________________________________________________________________________
1. Work satisfaction
We assess the Lecturers’ Work Satisfaction using Work Satisfaction scales developed by Sutjipto (2001), Zagladi (2004),
Pines & Aronson (1989), Burke and Greenglass (1995). The dimensions used to measure this construct are: work,
salary, image of the institution, work load, Service to learners, colleagues.
2. Lectures’ Performance
We assess the Lecturers’ Performance using Work Satisfaction scales developed by Usman (1995) and Law of Teacher
and Lecturer. The dimensions used to measure this construct are: pedagogical competence, competence of personality,
social competence, and professional competence.
II. Data Analysis And Discussion
A Descriptive Statistical Analysis
Data analysis performed by descriptive statistical techniques and Multiple Linear Regression. Based on the
descriptive analysis result, the Respondents Profiles are:
Table 1: Respondents Profile
Demographic Characteristics Frequency %
Gender Male 20 52.6
Female 18 47.4
Age 21-25 0 0
26-30 1 2.6
31-35 4 1.5
36-40 7 18.4
41-45 12 31.6
46-50 10 26.3
51-55 2 5.3
≥ 56 2 5.3
Working period 1-5 7 18.4
6-10 4 10.5
11-15 8 21.1
16-20 14 36.8
>20 5 13.2
Education Undergraduate 2 5.3
Graduate 28 73.7
Doctoral 8 21.1
Number of Subjects 1 6 16
2 5 13
3 12 32
>3 15 39
Teaching load <12 13 29
12-16 8 17
>16 17 34
Marital Status Married 36 94.7
Not Married 2 5.3
Number of ≤2 26 68
dependents
>2 12 32
Income/month Rp. 1-3 million 2 5.3
Rp. 3-5 million 21 55.3
Rp. >5 million 15 39.5
Expenditure/month Rp. 1-3 million 11 28.9
Rp. 3-5 million 20 53
Rp. >5 million 7 18
Source: Data Analysis
The respondents were 38 full-time lecturers in STIE Perbanas Surabaya College. The respondents was comprised of
52.6% male and 47.4% female, and while most (31.6%) of the lecturers age is about 41-45 years old, it shows that
_________________________________________________________________________________________________
lecturer in the productive age range. According to Table 1, the respondents are the experienced lecturers. It is proved by
the data, 50% respondent has been working for more than 16 years. The respondent’s education dominance by lecturers
who graduates from master level. This is in accordance with the provisions in Indonesia that lecturers must graduate from
master level. The respondents also have many subjects to teach in this semester, 39% lecturer have more than 3 subjects
to teach. Also they have a large of work load, 34% lecturers have teaching load more than 16 credits. Lecturer’s
workload is larger than that required, which is between 12 and maximum of 16 credits. 55.3% respondents have salary
between 3-5 million rupiahs per month and 53% of respondents have expenditure per month ranged between 3-5 million
rupiahs.
B. Validity & Reliability Test

We conduct the questionnaires validity test by Bivariate Correlation method. Most of items are valid, only 7 items are
not valid, we dropped such items. We conduct the reliability test, the Cronbach’s alpha was computed to determine the
reliability of all measurement item used in this research. Table 2 show The Cronbach Alpha. According to Nunnaly
(1978) the level of reliability are satisfactory (> 0.6)
Table 2: The Cronbach’s Alpha

Variables Cronbach Alpha
Emotional 0.91
Exhaustion
Work Satisfaction 0.85
Lecturer 0,87
Performance
Table 2 shows that Cronbach’s Alpha for all variables are between 0,85 - .0,91
Based on Table 3, respondents show high performance (mean scores = 4.26) Respondent also show high work
satisfaction and low emotional Exhaustion.
Table 3. Summary Statistics

Variables Mean St. Dev
Emotional Exhaustion 2.40 0.91
Work Satisfaction 3.90 0.78
Lecturer Performance 4.26 0.64
Source: Data Analysis
C. Result
We examined the hypothesis test by conduct Path Analysis. The result show in following table 4:
Table4. Path Analysis
H Standardized F test Sig t- tes Sig. R2 Adj. R2

Coeff (Beta)
H1 -0.205 1.571 0.218 -1.254 0.218 0.042 0.015
H2 -0.190 1.346 0.254 -1.160 0.254 0.036 0.009
H3 0.450 9.144 0.005 3.024 0.005 0.203 0.180
H4 -0.124 -0.811 0.423
4.857 0.014 0.217 0.173
0.247 2.801 0.008
Sources: Data Analysis
_________________________________________________________________________________________________
Based on table 4, Hypothesis 1 was not supported (F test :1,571, Sig. 0.218 > 0.05). The t-test was -1.254 (Sig.,
0.218>0.05) Therefore, the negative influence of emotional exhaustion to lecturers performance was not significant.
Hypothesis 2 was not supported (F test: 1.346, Sig. 0.254 > 0.05). The t-test was -1.160 (Sig., 0.254 > 0.05) Therefore,
the negative influence of emotional exhaustion to lecturers work satisfaction was not significant. Hypothesis 3 was
supported (F test: 9.144, Sig. 0.005 < 0.05). The t-test was -3.024 (Sig., 0.005 < 0.05) Therefore, the positive influence of
lecturers work satisfaction to lecturers performance was significant. Hypothesis 4 was not supported. Since hypothesis 2
was not supported, so the indirect influence of Emotional exhaustion to lecturer performance mediated by work
satisfaction was not supported. Based on table 4, it was seen that only work satisfaction influence the lecturers
performance significantly.
D. Discussion
Aim of this research is to examine the relationship among emotional exhaustion, work satisfaction and lecturer
performance. The result shows that the influence of lecturer emotional exhaustion to lecturer’s performance was not
significant. In this research, the mean score of emotional exhaustion was low. It is mean that lecturer of STIE Perbanas
Surabaya College did not feel emotional exhaustion, even though they have work load larger than the required credits.
As a private college, STIE Perbanas Surabaya develops service excellence culture. For STIE Perbanas Surabaya, to win
the competition, service excellence is a must. The lecturers know that, so they always give the best to their students, to
the colleagues and to their institution.
These conditions make no significantly influence of emotional exhaustion to the lecturer performance and lecturer job
satisfaction.
According to the result of descriptive analysis, lecturer work satisfaction in STIE Perbanas was high. This research
proves that emotional exhaustion does not influence lecturer satisfaction. According to respond from the respondents, the
lecturer very satisfied by some factors, consist of: work itself. A lot of lecturers say that they enjoy working as lecturers.
Another factors are, image of the institution, sense of belonging, good relationship with the colleague.
Another research result is that there are not direct significance influences of emotional exhaustion on lecturer’s job
performance. As described in previous paragraph, in STIE Perbanas Surabaya Context, the lecturers do not experience
emotional exhaustion so this variable does not influence the job performance variables.
There is a direct effect of job satisfaction on the performance of teachers is received. Thus the variables of job
satisfaction were statistically directly influence the performance of lecturers. This research result supports research result
conduct by Babakus et al. (1999); Zagladi (2004); Lopes (1982); Norris & Niebuhr (1984). Beta positive rates showed
that job satisfaction is directly proportional to the performance of teachers, meaning that the higher an experienced
teacher job satisfaction, the higher the performance. Lecturers who have high satisfaction would show that high
performance.
The last hypothesis also don’t be supported, since the influence of emotional exhaustion on job satisfaction is not
significance so job satisfaction did not mediate the influence of emotional exhaustion to job performance in STIE
Perbanas Surabaya College.
III Conclusion
Aim of this research is to examine the relationship among emotional exhaustion, job satisfaction and lecturer
performance. Research result show that lecturers in STIE Perbanas Surabaya didn’t experience emotional exhaustion and
emotional exhaustion didn’t influence the lecturer job satisfaction and job performance. Another result that is lecturer job
satisfaction influence job performance. Research result has implication that to improve faculty performance, job
satisfaction should be increased. Although a person has a high workload will not necessarily increase emotional
exhaustion, if someone is running a job with pleasure, have a high commitment and supported by a good job factors like
colleague, organizational climate, salary and the good relationship among employee. They still experience job
satisfaction and further it can influence on job performance in positive way.
_________________________________________________________________________________________________
References
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Relationships? The Journal of Psychology.133(Y).
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in Sales Force Attitude and Behavior Relationships. Journal of the Academy of Marketing Science. Volume 27 No.1,
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Journal of Applied Psychology, Jan 92 (1): 93-106
11. Lapopolo, R. B. 2002. The Relationship of Role related Variables to Job Satisfaction
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Kinerja Guru (Studi Di Man 3 Dan Mtsn 1 Malang), Thesis, Universitas Brawijaya Malang.
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Of Occupational Health Psychology, 4, 328-342
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Burnout. Behavioral Research in Accounting.Vol. 14.
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Psychological Association,Vol 83 (3) Jun 1998: 486-493
17. Yuanlaie, Saiphon, 2011. Dissertation. Oklahoma State University
_________________________________________________________________________________________________
A Study report of Expectations of Generation Y’s from work place
Prof. Dr. Sayalee Gankar
Director, MIT College of Management,Pune
sgankar@mitpune.com
Mrs. Nidhi Arora

Assistant Professor, MIT College of Management,Pune
nidhiailawadi@gmail.com
___________________________________________________________________________
Abstract
Organizations are required to prepare for the expectations of Generation-Y. HR practitioners should consider the
next generation as strategic business partners in our 21st century workplaces, questions ignite about Generation-
Y’s values and aspirations, and how we can engage them in our workplaces. This study was an attempt to look at
Indian Gen Y employees who comprise almost half of the Indian working population and is growing at a rapid
pace. Preliminary studies and efforts related to deciphering these young employees have classified them as the
most demanding population with high expectations from the work environment in terms of better on-site support
facilities and norms for work-life balance.
The purpose of this paper is to examine the expectations of Generation-Y from work place. Survey focuses on
group of 50 participants generating robust data on the needs and expectations of Generation-Y in the formative
years of their careers. Results will be presented in the following thematic areas collected through an extensive
questionnaire prepared with following aspects : changing needs of communication, expectations related to career
growth and training and development, facilities, flexibility expectations, competency profile of effective managers,
work life balance, tenure self awareness and motivations . This questionnaire will be filled by respondent
executives of Gen Y born between 1980-1990.The findings will provide the expectations of Gen Y on the basis of
the above mentioned attributes. It will be helpful for HR’s to bring suitable changes to the employee engagement
policies.
Keywords: Generation-Y, Human Resources, Expectations, Workplace, Employee Engagement
Introduction:
Generation Y
Gen Y are loosely defined as a group born between1980-2000 (hence the term Millennial Generation) who would range
in the age groups of 15-32 years identified herein as the young generation. Statistics by the U.S. Census Bureau, estimate
that Generation Y comprises of around 25.7% of the world total population given the age category of 15-29 years. This
generation of Indian youngsters is tech-savvy, entrepreneurial, ambitious, optimistic and ready to walk the extra mile for
achieving their dreams and goals. Flexible timings, creativity, urge to earn and above all to stand apart from the crowd
inspires the Gen Y to be on their own. Companies need to rethink the way their employees work, making major changes
that will accommodate the unique work desires of Gen Y and help them to use their attributes the way few organizations
are doing and the survey shows a better growth and low attritions in these companies while they utilize the talents of Gen
Y by understanding their attitudes and habits and identifying the best outputs for the benefits and in progress of their
organizations.
It is anticipated this paper will interest new and experienced HR practitioners. Interest might spark ongoing inquiry into
effective approaches for employee engagements Specifically to Gen Y employees who will be ruling the workplace in the
coming decade. Therefore it is important to enable the profession to fulfill its mandate of building organizational
prosperity through management of human capital; ultimately, sealing the organization‟s competitive advantage.
Literature Review:
Rise of Generation Y
_________________________________________________________________________________________________
The phrase Generation Y first appeared in an August 1993 Ad Age editorial to describe teenagers of the day, which they
defined as different from Generation X, and then aged 12 or younger (born after 1981), as well as the teenagers of the
upcoming ten years. Since then, the company has sometimes used 1982 as the starting birth year for this generation.
"Generation Y" alludes to a succession from "Generation X."The name "Echo Boomers" refers to the size of the
generation and its relation to the Baby Boomer generation.
Analysts define this generation as having an upbringing in a world marked by neoliberal approach towards politics and
economics marked by increased usage of communications, media and digital technologies. This generation is also at
times referred to as the „Wired Generation‟ that needs to be connected at all times and feels most comfortable in digital
environments. For the purpose of this research study Generation Y shall be considered between the age group of 20-29
years, which comprises almost 17% of the world population as on 2012 (mid-Year population estimation by U.S. Census
Bureau, International Database).
They are “digital natives,” that is, the first to grow up with technology. They do have common, defining characteristics in
terms of social values and expectations of the work experience. Their perceptions are shaped to a large degree by these
experiences, and they carry these perceptions into the workplace (Wymer, 2008; O‟Neill, 2008a). Common
characteristics Sociologists (Howe and Ross, 2000) have identified some common characteristics of Gen Y from different
regional, economic and ethnic backgrounds:
 Special: feeling of being vital to the nation and to their parents‟ sense of purpose
 Sheltered: kid safety rules, lockdowns of public schools, sweeping national youth
 safety movement
 Confident: high levels of trust and optimism
 Team-oriented: classroom emphasis on group learning, school uniforms, tighter peer bond.
 Achievement-oriented: accountability and higher school standards
 Under pressure: expectations to excel in many different areas
 Conventional: social rules can help; comfortable with parents‟ values
 Unique expectations of work
This is a generation that knows what it wants, in terms of their space, comfort levels or communication channels. They
are open and brash about their expectations and expressions, seeking to collaborate and rapidly exchange
knowledge/information, networking for acceptance, thus challenging ways traditional organizations functioned.
A study by Deloitte Consulting in 2005, attempted to understand Generation Y or Millennial Generation by way of
understanding what ticks them; why are their expectations and how do they link to their workplace. Zemke, Raines and
Filipczak (2000) describe the core values of Generation Y as: optimism, civic duty, confidence, achievement, sociability,
morality, street smart, and diversity.
Table no. 1 Millennial at work
Millennial at work
Work well with friends and on teams
Collaborative, resourceful, innovative thinkers
Love a challenge
Seek to make a difference
Want to produce something worthwhile
Desire to be a hero
Impatient
Comfortable with speed and change
Thrive on flexibility and space to explore
Partner well with mentors
Value guidance and Expect respect
Source: Deloitte Consulting (2005). Who Are the Millennial, Generation Y?

According to Tamara Erickson, author of Plugged In: The Generation Y Guide to ‘Thriving at Work also called
the Millennial Generation’, Net Generation and Echo Boom (children of the Baby Boomers), this group is predicted to
dominate the workplace for the next forty and possibly sixty years. They have unrivalled technological competency, the
_________________________________________________________________________________________________
result of growing up with personal computers and the Internet. Erickson believes this generation is a demographic dream,
coming at just the right time to fill a spiraling demand for knowledge workers.
Indian Generation Y employees

CRISIL 2010 Report on Skilling India India‟s working population (15-59 years) will swell from 749 million to 924
million by year 2030, making it the most desired location of talent acquisition (employee availability) heightening
business growth and progress in the country. Interestingly as on 2010, half of India‟s working population that is around
362 million is below the age of 25 and this number shall only increase with the population figures making it one of the
youngest countries of the world.
Ma Foi Randstad Work monitor – Wave I Report 2011, details the changing work characteristics of Indian GEN Y
employees. The report states that mobility intent index is highest amongst the 18-24 years age category of Indian
employees who are quite open for change and evaluate organizations on the availability of learning and growth
opportunities including better engagement processes.
Generation Y’s Expectations:

„If you want me to be engaged help me understand what is going on around here and let me in on the context (another 'C')
that led to or must shape our decisions‟. That is called communicating with me. „And once we have that in order - well
let's work together - you and I and the others on our team - to clarify the opportunities and determine how we will
succeed. We call that collaborating‟. Engage Me If You Can - It's as easy as A B C ...by Ken Milloy. Today‟s Generation
Y graduates are likely to have a distinct set of characteristics, perspectives and expectations from the people who are
managing them. This joint research by the Institute of Leadership & Management and Ashridge Business School
provides a unique insight into the attitudes and expectations of both graduates and their managers. In doing so it
highlights some important challenges facing organisations seeking to get the best from their graduate recruits.
Research Questions
 Are the expectations of Gen Y related to various job considerations from work place are changing? To analyse the
factors impacting this.
 What are the impacts of environment on the performance in the organizations?
 What are the factors that may influence Gen Y to leave the job?
 What is Gen Y expectations related to attributes of Managers at work place?
 What is the impact of the Technological development and changing life style on Gen Y and reasons for the changing
needs of communication from work place?
Data collection: The survey shall be in a detailed format to be filled up by Generation Y employees based on samples
across selected organizations. The survey shall be administered both through online platforms like social networking sites
and through personal interactions. The majority of questions were closed-ended (including multiple choice and ranking
scale questions).
Sampling Design:
The Population: The research is intended to be conducted across selected organizations in the city of Pune.
Sample Unit: The researcher intends to study the changing expectations from work values, attributes, freedom, status
social values and environment impact of the employees of Gen Y of age group 22-32 years with experience varying from
2-12 years.
Sample Size: 50 employees of Gen Y,
There were 53 respondents with an average age of 26and a half yrs with an average experience of 5 years. Male 75% and
25% female employees were there.
Job consideration:
_________________________________________________________________________________________________
Gen Y response on the various job considerations
Not at all important not much important some what important important most important
36
27 28
25 24
22 23 23
20 19 20 20
17 16
15 15 14 14 15
12 13 12 13 11
9
6 6 6 7 6 6
5 4 5 45 5
2 1 11 12 1 2 3 1
00 0 00 0 0 0
Inference:
According to the above given data and graph it is clear that more than 40% of the respondents consider salary and
opportunities to be the most important factor for having job considerations. Whereas almost 50% of the respondents also
think that benefits, company leadership to be an important factor in influencing job considerations. However an average
weight age of between 20-40% is given to the factors like company location, diversity of company, job title, company
charitable as factors which are somewhat important for job considerations. However, factors like in house and higher
education are given least importance for the same.
_________________________________________________________________________________________________
Work life balance:
Gen Y response to the various aspects of work

environment
Most important important some what important not much important Not at all important
28 27 28
25
22 22
19 19
17 17
15 15 14 13
10 11
9 8
6 7
4 5 4
2 2 2 1 3
0 0 0 1 0 0 0
Working with a Working with Having work/life Having a short Working for a Having a nice Working with
manager I can people I enjoy balance commute socially office space state-of-the-art
respect and responsible technology
learn from company
Inference: The above given data and the graph is a clear indication of the fact that more than 50% of the respondents are
of the view that working with a manager one can learn from as well as and consider work/life balance factors, is most
important, whereas only 4-5% of the respondents think that is it not at all important to have a nice office space and
working in a socially responsible company. An average rating of between 30-50% is given to the factors like having
work life balance, working with a state of art technology, having a short commute etc.
_________________________________________________________________________________________________
The attributes of dream boss:
Gen Y response to the attributes of their dream

boss
Most important important some what important not much important Not at all important
36
29 31
28 26 25
20 20 22
15 16
12
8
4 3 1 5 4 4
0 0 0 0 0 0 1 0 0 0 0
Inference: The above given data and analysis clearly shows that more than 60% of the respondent state good
management skills is one of the major attributes that a boss should posses, whereas an average rating of between 20-50%
to the factors like flexibility and open mindedness & respect /values/ a little higher than the average rating i.e. a rating of
between 50-60% has been given to the attributes like understand, caring pleasant and easy to get a along with and good
communication skills.
_________________________________________________________________________________________________
Factors that may influence Gen Y to leave the job:
Gen Y response to the factors that would influence

them to leave from one job to another
Most important important some what important not much important not at all important
28
26 26 25
2222
20 20 20 20 20
17 17 18
15 15 14
13 13 13
11
8 9 9 9 9
7 6
5 5 54
21 3
0 00 10 00 1 0 0
Inference: The above given graph and analysis clear shows almost 50% of the respondents consider higher pay and more
opportunities for advancement to be one of the most important factors influencing shifts from one job to another followed
by better work environment. Whereas only 20% of the respondents consider better perks and benefits as a factor
influencing job shift. However, very few consider autonomy at job and flexi timings as an important factor influencing
job shift. an average rating of between 20-25% has been given to factors like shorter commute, more prestigious job title
and more interesting work as somewhat interesting factor influencing shift from one job to another.
The Impact of the Technological Development on Gen Y:

Survey confirmed the technological savvy Gen Y employees 100% are using the latest Handsets of mobile and more than
95% are spending time on social networking sites to an extend of 1-2 hours in a day.
Lifestyle of Gen Y and Reasons for the Changing Needs of Communication:

When asked about the importance of physical exercise 60% of them responded yes to this and on an average spend 30-40
minutes on exercise whereas 20% said once in a while and the rest with no physical activity . Though the mode of
exercise was limited to light exercise like walking or driving and only 5% were taking dancing, yoga or gym into their
lifestyle. In the life of Gen Y very little time on an average of one hour in a day is devoted to their partners were in only
50% agreed to having a partner.
Conclusion:
Our exploratory advancement proof that the employers who are consider the following factors for the planning of
employee engagement drivers may have better retention and lower attrition rate.
_________________________________________________________________________________________________
Findings:
 The expectations of Gen Y related to various job considerations from work place are changing. Salary and
opportunities is still considered to be the most important factor for having job considerations. Whereas many
respondents also think that benefits, company leadership to be an important factor in influencing job
consideration. Gen Yr‟s are not much concerned with flexibility in timings and do not have out of the way
demand for the facilities.
 The impacts of environment on the performance in the organizations is quite normal as Gen Y are showing
normal behavior pattern as a professional and if their needs of communication and technological advancement is
considered they are very adjusting to the environment. It is not at all important to have a nice office space and
working in a socially responsible company.
 Factors influencing shift from one job to another have been the incompatible salary, lack of opportunity and
unfriendly work environment. Whereas only few of the respondents consider better perks and benefits, factors
like shorter commute, more prestigious job title and more interesting work as the factor for job shift.
 Working with a manager who posses‟ good management skills is one of the major attributes. A manager who
considers work/life balance as most important and one can learn from as well as is also another expectation of
Gen Y.
 Gen Yr‟s are technologically savvy using the latest Handsets of mobile and spending time on social networking
sites. Very few are taking rigorous physical activities in their regime which is a concern for their healthy life.
Recommendations:
Salary and opportunities is still considered to be the most important factor for having job considerations. Therefore the
employers are required to have a better system of performance appraisal and career advancement for employees.
Working with a manager one can learn from as well as and considers work/life balance factors, is most important. With a
high premium placed on mentoring, organizations exercise due diligence in preparing the next generation. Also it is
important to have healthy employees who are fit enough to take on the overload of responsibility therefore to is important
to motivate employees to take exercise in there regime to stay fit. Work life balance is another issue which should be the
priority for organizations while planning the drivers of employee engagement.
This study provides an understanding of the different expectations and values that exist among employees and some of
the potential differences and similarities between these. The main learning for employers should be that each employee is
an individual who will not have the same needs and values as the next employee. Employers therefore need to take this
into account when examining their management practices, employee development provision, recruitment practices and
rewards structure In essence, employers need to find a balance in their people management practices that allows them to
treat people as individuals while still being fair for all employees.
Bibliography:
References
1. Bradley Jorgensen, (2005) "Attract, retain and innovate: a workforce policy architecture adapted to modern
conditions", foresight, Vol. 7 Iss: 5, pp.21 – 31
2. D. Kyles, (2006) "Managing your multigenerational workforce", Human Resource Management International
Digest, Vol. 14 Iss: 3,
3. David McGuire, Rune Todnem By, Kate Hutchings, (2007) "Towards a model of human resource solutions for
achieving intergenerational interaction in organisations", Journal of European Industrial Training, Vol. 31 Iss: 8,
pp.592 – 608
4. Lucy Cennamo, Dianne Gardner, (2008) "Generational differences in work values, outcomes and person-
organisation values fit", Journal of Managerial Psychology, Vol. 23 Iss: 8, pp.891 – 906
5. Lyons, S. (2004), “An exploration of generational values in life and at work”, Dissertation
6. Abstracts International, 3462A (UMI No. AATNQ94206
_________________________________________________________________________________________________
7. Keith Macky, Dianne Gardner, Stewart Forsyth, (2008) "Generational differences at work: introduction and
overview", Journal of Managerial Psychology, Vol. 23 Iss: 8, pp.857 – 861
Web References:
 CRISIL Skilling India Report, (2010), Retrieved on 23rdSeptember 2011, at 3.10 pm from:
www.crisil.com/pdf/corporate/skilling-india_nov10.pdf,
 IABC Research Foundation and Buck Consultants Employee Engagement Survey,(2009), Retrieved October3, 2011,
at 12.30 pm from:http://www.iabc.com/researchfoundation/pdf/EmployeeEngagement.pdf
 Gen Y and Global Workforce Report, Retrieved September 29, 2011, at 11.30 am from: http://www.haworth-
europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf
 The Gen Y Imperative, IABC Global Survey, April 2008Retrieved September 29, 2011, at 12.55 pm from:
http://www.emerginghealthleaders.ca/resources/Reynolds-GenY.pdf
 MafoiRandstadWorkmonitor –Wave I Report, Retrieved October 5, 2011, at 12.05 pm from:
http://www.mafoirandstad.com/our-services/consulting/ma-foi-randstad-workmonitor.html
 Yahoo, Hot Jobs and Robert Half Survey 2007 on Generation Y, Retrieved on February
2nd,2012from:http://www.roberthalf.nl/EMEA/Netherlands/Rich%20Content/Publication%20Library/documents/Ge
neratieY.pdf
 Gen-Y Workforce and Workplace Are Out Of Sync Erica at the World Economic Forum at Davos on “Leadership
Across Generations 1/23/2012 @ 3:58PM www.forbes.com/.../gen-y-workforce-and-workplace-are-out-of-sync...
ANNEXURE
_________________________________________________________________________________________________
Table 1.1 Source: U.S. Census Bureau, International Database
World Midyear Population by Age and Sex for 2012
Age Both Sexes Population Male Population Female Population Sex Ratio
Total 7,023,324,899 3,534,797,376 3,488,527,523 101.3
0-4 634,481,069 327,679,623 306,801,446 106.8
5-9 608,928,831 315,170,283 293,758,548 107.3
10-14 596,769,288 309,008,632 287,760,656 107.4
15-19 597,027,875 308,014,052 289,013,823 106.6
20-24 601,939,568 308,325,050 293,614,518 105.0
25-29 565,187,049 287,536,880 277,650,169 103.6
Table 1.2 Source: U.S. Census Bureau, International Database
_________________________________________________________________________________________________
“ERP: Begetting Contemporary Solutions in
Human Resource Management”
Sucheta S. Yambal
Assistant Professor
Dr. Babasaheb Ambedkar Marathwada University
suchetayambal@gmail.com
Abstract
Enterprise Resource Planning systems have been considered as the most important development in the corporate
use of information technology in the 1990’s (Davenport, 1998). Today, ERPs have accomplished the complete
automation and assimilation of the vital information of organizations, consequently making the lives hassle-free.
Typically, HR department was considered to be abundant with data out of which extracting and managing
information was intricate. Tracking of the crucial HR factors were often done in a hodgepodge of manual
processes or legacy applications. Before ERP, the data was digitized for the managers but it was not very easily
accessible and was prone to be badly exposed. Rather than spending time in effective decision making, managers
used to be drowned in the pool of irrelevant information. Growing HR requirements are manageable only by the
emergent economical and technological advances. ERP has been the answer to the maintaining and analyzing
appraisal data & productivity data that has always been a challenge to any HR executive. The HR module of most
ERP systems (eg. SAP) has a set of rich features and will integrate seamlessly with the modules like finance which
was not possible with earlier legacy systems. The centralized database approach of the HR modules of ERP
systems makes the HR manager to assign right task to right person with right skills, at the right time.
The aim of this paper is to investigate the importance of ERP in effective human resource management (HRM) in
organizations, with reference to Aurangabad region. An empirical study is conducted to gain the correct insights
to the concept established.
Keywords: HRM, ERP, database, legacy systems, IT.
Introduction:
Before ERP, departments in an organization were not very compatible because of the fact that each department had their
own set of PC’s, people and files with their own set of work. The data that was needed by more than one department at a
time was replicated resulting in redundancy. This increased duplication made it further difficult to keep tract of the latest
version of information. The updates were not mirrored at all the places at same time which would make the available data
irrelevant.
Before companies were only adapting the first waves of ERP: manufacturing, financial and sales modules but now there
is an excess usage of the second ERP wave, Human resource module which is getting very popular to gain
competitiveness (Salvendy, 2001). ERP HR systems are set basically to get information of the company's valuable asset -
The Employees says Kapp, Latham, and Latham (2001).
Furthermore, decision making on the irrelevant data is rather an arduous errand.ERP has brought compatibility in the
departments making crucial data access easier for the HR for some important tasks like personal status reporting file,
Employment control reporting system, Employment profile system, employment practice compliance reports.
Easier tracking systems have been developed in ERP such as appraisal system, employee benefits and services which
used to be quite intricate. The Health Insurance claim processing system makes the much needed intensive verification
easy and accurate.
Time and attendance management has become trustworthy because of the automated entry of biometric system. The task
of maintaining maximum security of Sensitive Data is a tough call for HR managers which are now easily provided by
ERP.
Various issues related to HRM are based on the decisions taken on accurate information. Earlier the information was
stored manually and was retrieved manually. This leads to the accessing of incomplete, unverified and untimely data
retrieval. Correct data at later time leads to incorrect evaluations. The important functions of HR include Recruitment,
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benefits, compensations, appraisal management, training, payroll, time and attendance, labor rules, people management,
performance management. The HR executives were stuck with their everyday benefit issues and had less time to
concentrate on the important strategic concerns like the talent recruitment and employee benefits. Now-a-days, the
companies are looking forward to improve their global management process through ERPs and to implement competitive
strategies along with new industrial structures and customization strategies.
Literature review:
Practically speaking, Huyghebaert said, HR has four areas in which it should focus efforts:
1. Align HR strategy with business strategy (e.g., increasing productivity by improving effectiveness of workforce
planning)
2. Improve HR service quality (e.g., providing relevant management reporting)
3. Implement appropriate controls (e.g., those associated with complex regulatory requirements)
4. Reduce HR delivery costs (e.g., through reduction of legacy applications)
In each of the key areas, Huyghebaert stated that ERP applications have been shown to provide help.
From the business and strategic perspective implementing ERP is seen as way to improve corporation’s effectiveness and
efficiency, reduce their operating, personnel, inventory and IT costs, and improve their productivity, business growth,
production scheduling, delivery time, customer service, and overall quality. Additionally, data visibility and timely
information is important to make better business decisions (Ross, 1999).
Sammon et al. (2003) describes these 2 components of ERP systems as the solution to “operational” integration
problems and “informational” requirements of managers. These are the same concepts expressed by Zuboff (1988) in
describing the use of technology not only to automate manual tasks, but also to “informate” management tasks, such that
“events, objects and processes become visible, knowable and shareable in a new way”.
ERP systems are therefore expected to deliver the following benefits: (1) reduce costs by improving efficiencies through
computerization; and (2) enhance decision-making by providing accurate and timely enterprise-wide information (Poston
and Grabski, 2001).
The solution affects two business processes related to managing the global employee:
• Personnel administration – management of the individual
• Organizational management – management of the enterprise
“A global single instance for HR enables an enterprise to have a complete database of global employee information,
which reduces the costs of maintaining accurate and consistent information. In addition, the single global HR repository
allows enterprises to more easily understand the demographics and capabilities of the workforce and to make better
decisions about how to structure the organization.” (Jim Holincheck, Research Director, Gartner)
Today, human resources management is being renewed in organizations and becoming one of the fundamental functions
of the project management. HRM has changed from an inactive and problem-solving role to a strategic, focusing on the
retention and development of the best human resources (Clemmons and Simon, 2001). Traditional HR practices
consisted of activities such as payroll, hiring activities, records management, and reporting and termination activities and
similar. Nowadays, HRM takes more of a full service role providing employee support beyond pension planning and
career development. With the arrival of ERP systems, HR functions became fully integrated with the operations side of
the business. However, the research on HRM in the context of ERP is relatively new and not many studies have been
done on the topic.
Objective of the study:

1) To study the impacts of ERP on managing HR effectively in an organization
2) To study if the security features of an ERP are enough to be trusted on.
3) To identify the areas in HR those are improving due to ERP in the firm.
Methodology of study:
The methods/techniques used to complete the research activity are known as Research Methodology. The design that is
employed to study in detail the HR module of ERP in Aurangabad region is empirical. The study is done with both
structured and unstructured interviews with the help of a schedule. The percentage analysis method was employed with
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the help of MS-Excel as a tool for evaluation and analysis. Below is the precise description of the methodology adopted
during the research activity:
Research Design: Empirical
Sample Design:
1) Sampling Unit: Aurangabad region
2) Sample Size: 15 HR executives
ERP'S Human Resource Module:

A business is concentrated by four productive resources namely its Man, Machine, Money and Material to
produce or sell products and provide services. Simultaneously while achieving business targets, importance must
be also be given to the people who carry out these functional jobs i.e., the organization's Human resource (HR).
The management which involves the activities framed to recruit best candidates suitable for the respective nature of the
job and improve their skills and abilities by providing them good and proper support is called Human Resource
Management (HRM). The five gears of HRM system are: recruitment and selection, training and development,
performance feedback, payments and benefits, and labor relations (Jones, 2007). IT is the solution for all businesses,
together with its employees and capital which is a potential functionality for a business strategy. Information technology
plays a vital role in various processes like utilization of the company's assets, decreases inventory cost, and reduces
production time and reducing labor cost (Swanson and Beath, 1991). From many years, the technology has almost
reached every phase of human resource management. Computer technologies and software are playing a vital role in HR
operations from enrolment to recruiting and from training process to retirement management. The organization's
requirements have grown so far that their HR systems are getting more complex and are integrating with other systems
within the firm. Ian Turnbull, a system consultant says that, "Today's HRM must think about how its systems can interact
with the entire enterprise" (Greengard, 2001) and ERP is the answer for it.
One of the inspiring modules in ERP is its Human Resource application. Companies introduced ERP with its
implementation mostly in manufacturing, financial and sales modules but now there is an excess usage of much needed,
Human resource module which is getting very popular to gain competitive advantages. ERP HR systems are set basically
to get information of the company's valuable asset - The Employees says Kapp, Latham, and Latham (2001).
According to the research carried out by Hunter Group in 2008 illustrates the beginning of ERP's Human Resource
module which shows that greater than 60% of all companies had not implemented HR applications before the year 2000.
Slowly, the implementation of HR module became logistically essential because of Y2K issues and also to focus on the
business operations which took concern over HR needs. The practice of this module is as follows:
 In the beginning, concentration was given to the fundamentals of HR i.e. Payroll and benefits.
 Next implementation was on Training administration, Recruiting and Performance Appraisal.
 The next set of functions was focused on succession planning and compensation management.
But today, many organizations are trying to move beyond these initial ERP phases and providing the HR users the
complete value of ERP systems says Vander (2000).
Data analysis and Discussion:

A survey was conducted to find the effectiveness of ERP implementation in industry. Various important aspects of HRM
including the security, improving team work and diverse facilities provided by ERP were studied to come to a
conclusion. The results of the survey revealed that the main reason of undoubted faith in ERP is the security provided to
the data. 80% of the total HR executives in the survey were quite sure of the level of protection given by the ERP makes
the data sharable as well as more accessible.
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Different features provided by today’s ERP are proving to be sufficient in the business scenario. Features like attendance,
appraisal and performance management are some of the prime importance and are difficult to keep track of. As per the
survey results 67% of the executives were quite sated with the facilities provided by ERP in their organization where as
13 % were not sure of what more to expect from the current system.
Increase in the data accessibility has made it evident for the team in the firms to look for better coordination among them.
Earlier the management as well as the access of departments data was limited to its people resulting in poor coordination.
Nearly 87% of the executives in the survey said that there is an obvious increase in the team work resulted from the
ERP’s functionality in providing secured data retrieval.
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Applications of ERP'S Human Resource Management Module:
According to Kapp et al (2001), the usage of ERP's in Human Resource Module is each core part of HR practice is
explained below.
Recruitment, Retention: This ERP module used to maintain the record of college visits for recruitment process,
candidates from consultancies and their resumes; list of candidates available for full-time or Part-time work etc. This HR
module can be integrated with training management to link with the initial process of the selected candidates.
Training Management: This module tracks the newly enrolled candidates who are under training process. It also
maintains the course description, course availability, review course assessment, traces the training cost and fixes a
training budget. The most important thing about this module is that, the e-learning training sources are connected to the
employee's desktop which can be used on requirement. Finally, ERP records the employee's performance during the
training period which will be useful to be reviewed by the training supervisors.
Payroll: Employees attendance and their time of entry to work and exit are entered in the system to determine the
number of work hours. This module tracks, check and reports both the hours of work and respective wages of employees.
It also includes the process of calculating the taxes and deducts from the salary and also garnishee wages for charity
purpose like child support and for cancer patients.
Time and Attendance: This module is integrated with Payroll module. Apart from the roles of Payroll systems, it also
concentrates on the sick leave of the employees. Time and attendance are easily recorded to the system by scanning the
employee barcode which is located in every employee's identity card.
Performance: ERP performance module basically maintains the history of employees' performance and determines the
number of employees eligible for reaching certain level of hierarchy.
Succession planning: This module highlights those employees who are well qualified at work and could be moved to the
next level of hierarchy.
Compensation management: In this module, the top performed employees are targeted and supported with the
compensation and retention scheme as the planned objective of the company. This package includes retention risks, cost
replacement, and noticing a successor.
Findings:
Information Technology is playing a key role in HR management and operations from enrolment to recruiting and from
training process to retirement of an employee. Relevant report generation has always been a concern for HR department
for efficient management of workforce and suitable actions. ERP has made not only data management but also the report
generation in given format is possible. Customized reports are not encouraged but the facility is available if need be.
Thus, ERP is represented as a useful tool to help and make the users easier and focus their work in a direct relation with
staff, skills and aspirations of an individual related to the objectives and the objective of the company. Success of an
organization depends on the capacity of the companies in attracting, developing and maintaining its key employees.
Thus, it is important to have an integrated system and most favorable processes for the management of the same.
Conclusion:
In today's competitive business environment, large companies have no options to avoid such massive IT packages.
Basically its aim is to mechanize work flow and generate cost savings with improved productivity. For the present
scenario, lagging ERP technology seems to be unsuccessful for a firm. Thus ERP systems have the supremacy either to
confine or expand the organization's capabilities and lead a pathway to competitiveness. Efficient management of the
work force in an organization is possible with the HRM module of the ERP. This module aids in talent management,
tracking employee performance, attendance management resulting in better employee development with improved work
efficiency. Not only employees, organizations at large are benefitted in terms of improved production and profitability.
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References:
1) Helena Tadinen(2005),” Human resources management aspects of Enterprise Resource Planning (ERP) Systems
Projects”, Swedish School of Economics and Business Administration,
2) Derek C. Jones, Panu Kalmi, Antti Kauhanen(2007), “Enterprise Information Systems, Human Resource
Management and Performance”
3) Fui-Hoon, F. (2002), "Enterprise Resource Planning Solutions and Management" , Idea group Inc (IGI), pp. 90.
4) Glenn.G (2008),”Enterprise Resource Planning 100 success secrets- 100 most asked questions”, lulu.com, pp.
16-17.
5) Greengard, S. (2001), “HRMS Integration gets easier; Workforce”, Vol.80, Issue 7, pp. 35.
6) Mary Sumner (2009), “Enterprise Resource Planning”, Pearson, Fifth Impression, pp. 102
7) Alexis Leon(2008), “ERP Demystified”, TMH, Second edition, pp. 412
8) Lengnick-Hall, C. and Lengnick-Hall,M. (2006), “HR,ERP and Knowledge for Competitive Advantage, Human
Resource Management”, Vol.45, pp. 179-194.
9) http://www.businessteacher.org.uk
10) http://management.ezinemark.com/
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What Motivates Employees?
An Empirical Study on Software Organisations
Dr. S. Saraswathi
Associate Professor
School of Management Studies,
Chaitanya Bharathi Institute of Technology (CBIT),
E-mail: singisaraswathi@yahoo.co.uk
_________________________________________________________________________________
Abstract
Motivation is one of the important strategies to the organization to succeed in the business and achieve the
objectives. Motivation varies from person to person and organization to organization. Software sector is one
where knowledgeable manpower is considered as most valuable asset as it is knowledge based industry. Human
Resource is one of the key to the success of the organization. There is a need for the organization to put efforts to
identify the needs which motivates the employees. Thus study is initiated to examine the influence of different
needs on the employees working in software organizations. Data was collected from a sample of 100 employees
working in software organization. Results revealed that achievement and power were high but affiliation was low.
Keywords: Employee Motivation, need for achievement (nAch), need for power (nPow), need for affiliation (nAff),
software organization
1. Introduction
Motivation has been found to be a major determinant of behavior in both work and study (Maehr & Midgley, 1991;
Lussier, 1996; McInerney, Roche, McInerney, & Marsh, 1997; McInerney, Yeung, & McInerney, 2001). Motivation is
defined as: “The force that energizes behaviour, gives direction to behaviour, and underlies the tendency to persist” (
Kathryn M. Bartol & David C. Martin, 1998). Motivation has been considered as a force that initiates the decision
making process for achievements of goals (Dean Tjosvold, Jane W. Moy, 1998) and a complicated management issue
(Michael Wilson, 2005).
Software industry is one among the top industries contributing towards the society. This sector is giving India the image
of a young and resilient global knowledge power. Some of the challenges faced by IT sector include increasing
competition with incentivized low costs, rising costs in India with wage-push inflation, increasing costs of relevant talent
and skilled personnel, etc. (indiabudget.nic.in). There is a need for the software organizations to identify the needs
dominating and influencing the employees to accomplish the individual and organizational objectives.
Several attempts have been made to analyse why a person behaves the way he does. A number of theories have been
propounded, each one try to explain behavior in a somewhat different framework. Four major theories that have been
developed are: Maslow‟ Need Hierarchy theory, Herzberg‟s Motivation-Hygiene theory, McClelland Need Achievement
theory, and McGregor‟s theory X and Y. McClelland Need Achievement theory is taken for this study.
2. Achievement Motivation Theory

Achievement motivation theory is also known as Three Need Theory, the Achievement Motivation theory was advocated
by David C.McClelland and his associates. It was in the late 1940s that McClelland and his friends began to study three
needs that motivation human behavior – Power, Affiliation and Achievement. David McClelland's Human Motivation
Theory gives you a way of identifying people's motivating drivers. The theory envisages that each person has a need for
all the three, but people differ in the degree to which the various needs motivate their behavior.
Need for Achievement is viewed as a relatively stable predisposition to strive for success or compete with a standard of
excellence. Need for Power is associated with desire to influence others directly. Need for Affiliation is identified by
attention to the feelings of others and seeking out opportunities for friendly interpersonal relationships (Steers and Porter,
1979).
 Achievement – The desire to excel and to improve on past performance.
 Affiliation – The desire to interact socially and to be accepted by others.
 Power – The desire to influence and direct others.
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„Acquired-Needs Theory‟ (proposed by McClelland) describes that needs are acquired on the basis of life experience.
This theory addresses the „Need for Achievement‟, „Need for Affiliation‟, and „Need for Power‟(Atkinson, J.W., 1958;
Bradburn, N.M., & Berlew, D.G., 1961; Kelner, S.P., 1991; McClelland, D. C., 1961, 1973, 1975 & 1998; McClelland et
al., 1953; McClelland, D. C., & Burnham, D. H., 2002/1968; McClelland et al.,1989; Murray, H.A., 1938, 1943;
Pettijohn, T. F. Psychology).
.
3. Need For The Study
Employee motivation is one of the significant factors for the success of any organization in the present complex
environment. Previous research shows that motivated employees contributed higher than the demotivated employees.
Software sector is one of the significant sector contributing towards the economy. In the recent Economic survey,
increasing competition with incentivized low costs, rising costs in India with wage-push inflation, increasing costs of
relevant talent and skilled personnel are found to be the challenges to this sector. Due to these reasons, there is a need to
examine the factors that motivate employees which result in cost control and higher productivity to face the stiff
competition. Thus the study titled “What Motivates employees? A study on Software organisations” is of significance.
4. Research Methodology
The Need for Achievement and Need for Affiliation scales of the Manifest Needs Questionnaire developed by Steers and
Braunstein (1976) were used to measure need for achievement, and need for affiliation.Questionnaire consisted of 15
statements that described the kind of employee and the types of things they may like to do. The instrument was designed
to measure three needs: achievement, power and affiliation and also to know the dominant need of the employee. For
each statement, the respondents have been asked to indicate their agreement or disagreement on a 5-point Likert‟s scale
ranging from 1-Strongly disagree to 5-Strongly agree,with total scale scores ranging from 5 – 25. The employees need
for achievement was measured by five items in Appendix-1: items 1, 4, 7, 10, and 13. Items 2, 5, 8, 11, and 14 measured
need for Power. Need for affiliation was measured by items 3, 6, 9, 12, and 15. The scores for each need were summed
up. Scores will range for each need from 5-25. The higher a score, the more dominant that need is for the employee. A
questionnaire was distributed to 100 employees in the software organization based upon their convenience and
availability. To analyse the data, mean scores, Pearson‟s correlation coefficient with scattered diagrams are used.
5. Analysis And Results

The study has made an attempt to know the dominant need of the responses. The respondents have been asked to respond
for 15-items categorized into three needs of motivation named need for achievement, need for power and need for
affiliation on 5-point rating scale. The responses of the study are presented in table-1 with motivational scores.
Table-1: Mean scores given by software employees on nAch, n Power and nAff
Item Need for Achievement No. of Respondents Score

SA A N D SD
1 I try very hard to improve 78 12 6 3 1 4.63
on my past performance at
work.
4 I enjoy a difficult 76 14 8 1 1 4.63
challenge
7 I want to know how I am 59 27 11 2 1 4.41

progressing as I complete
tasks.
10 I enjoy setting and 68 20 6 5 1 4.49
achieving realistic goals.
13 I enjoy the satisfaction of 52 16 14 8 10 3.92
completing a difficult task.
Average Score 22.08
Need for Power
2 I enjoy competition and 64 22 8 5 1 4.43
winning
5 I enjoy being In charge. 61 24 10 4 1 4.4

_________________________________________________________________________________________________
8 I confront people who do 36 28 16 12 8 3.72
things I disagree with
11 I enjoy influencing other 52 16 14 8 10 3.92

people to get my work
14 I often work to gain more 46 29 16 8 1 4.11

control over the events
around me.
Average Score 20.58
Need for Affiliation
3 I often find myself talking 0 3 6 18 72 1.38
to those around me about
non work matters.
6 I want to be liked by 52 32 14 1 1 4.33
others.
9 I tend to build close 46 28 12 9 5 4.01
relationships with Co-
workers.
12 I enjoy belonging to group 59 23 15 2 1 4.37
and organization.
15 I enjoy working with 69 17 11 2 1 4.51
others more than working
alone.
Average Score 18.6
Table-1 indicates that the average scores are 22.08 for achievement; 20.58 for power and 18.6 for affiliation. The
achievement score with highest score among the three needs shows that the employees have a strong urge for
achievement. As the respondents are scored on need for achievement high, they are called high achievers and are
characterized by the traits as follows: they are willing to work hard to improve on their past performance at work; enjoy a
difficult challenge; eager to know the feedback on their performance; enjoy setting and achieving realistic goals; and
enjoy satisfaction of completing difficult task. The respondents motivated by achievement will most likely to be task
oriented and feel a sense of achievement. According to Lussier (1996), there was evidence that high achievement need
was closely associated with high performance.
Respondents also displayed good scores in „need for Power‟ next to „need for achievement‟. This indicates that
employees too have strong urge for power in the workplace. The employees enjoy competition and winning; enjoy being
in charge; and gain control, power and status. On the other hand, employees displayed low score with 18.6 in need for
affiliation. This indicates that the respondents had relatively low need for affiliation with the people at their work place,
compared to achievement and power. Cornelius and Lane (1984) hypothesized that successful managers have urge to
influence people than their need to be liked by people.
Fig.1 shows the dominant need(s) of the employees working the software organizations. For employees working in
software organizations, factors „Achievements‟ and „Power‟ are termed to be most important and influential factors.
_________________________________________________________________________________________________
motivational score for Three Need Theory
22.5
22.08
22.0
21.5
Motivational Score
21.0
20.58
20.5
20.0
19.5
19.0
18.6
18.5
nAchievement nPower nAffiliation
Need for Motivation
fig.1: motiviational scores for Three Need Theory
Conclusions
Being motivation is significant for the success of the organization, an attempt has been made to study „how employees of
software organization are influenced by the need(s) of motivation‟. A study was undertaken in software sector as it is one
of the most prominent industry in the economy and one of the challenging this sector is facing is manpower, their
contribution and controlling cost. For the purpose of the study, hundred employees working in software organizations
participated in the study which measured their needs using Steers and Braunstein (1976) Manifest Needs Questionnaire.
The results indicated that the most dominants needs of the employees working in software organizations are need for
Achievement followed by need for Power.
References
1. Atkinson, J.W. (Ed) Motives in fantasy, action, and society. Princeton: Van Nostrand, 1958.
2. Bradburn, N.M., & Berlew, D.G. Need for achievement and English industrial growth. Economic Development
and Cultural Change, 10, 8-20. 1961.
3. Dean Tjosvold, Jane W. Moy, Managing employees in China from Hong Kong: interaction, relationships and
productivity as antecedents to motivation, Leadership & Organization Development Journal, vol. 19, no. 3,147,
1998.
4. indiabudget.nic.in/es2011-12/echap-10.pdf
5. Kathryn M. Bartol & David C. Martin, 1998. Management. Third Edition.
6. Kelner, S.P., Jr. "Interpersonal motivation: cynical, positive, and anxious." Unpublished doctoral dissertation,
Boston University, 1991.
7. Lussier, R. N. (1996). Human relations in organizations. A skill-building approach (3rd ed.). New York: McGraw-
Hill.
8. Lussier, R. N. (1996). Human relations in organizations. A skill-building approach (3rd ed.). New York: McGraw-
Hill.
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9. Maehr, M. L., & Midgley, C. (1991). Enchancing students motivation: A school-wide approach. Educational
Psychologist, 26, 399-427.
10. McClelland, D. C. "Identifying competencies with behavioral-event interviews" Psychological Science, 9, No. 5,
1998.
11. McClelland, D. C. "Testing for Competence rather than Intelligence." American Psychologist, 28, 1. 1973.
12. McClelland, D. C. Power: the inner experience. New York: Halstead. 1975.
13. McClelland, D. C. The achieving society. Princeton: Van Nostrand, 1961.
14. McClelland, D. C., & Burnham, D. H. "Power is the great motivator" Harvard Business Review, 2002/1968.
15. McClelland, D. C., Koestner, R. & Weinberger, J. How do self-attributed and implicit motives differ?
Psychological Review, 96, 690-702, 1989.
16. McClelland, D.C., Atkinson, J.W., Clark, R.A., & Lowell, E.L. The achievement motive. Princeton: Van
Nostrand, 1953.
17. McInernery, D. M., Roche, L. A., McInerney, V., & Marsh, H. W. (1997). Cultural perspectives on school
motivation: The relevance and application of goal theory. American Educational Research Journal, 34 (1), 207-
236.
18. McInerney, D. M., Yeung, A. S., & McInerney, V. (2001). Cross-cultural validation of the Inventory of School
Motivation (ISM): Motivation orientations of Navajo and Anglo students. Journal of Applied Measurement, 2,
135-153.
19. Michael Wilson, The psychology of motivation and employee retention, Maintenance Supplies, vol. 50, no.5,48-
49, 2005.
20. Murray, H.A. (1938) Explorations in personality. New York: Oxford University Press, 1943.
21. Murray, H.A. Thematic apperception test. Cambridge, MA: Harvard University Press.
22. Pettijohn, T. F. Psychology: A ConnecText, 4/e McGraw Hill ISBN 0-07-292904-9, 1998.
23. Steers, R.M., Braunstein, D.N., 1976. A behaviorally -based measure of manifest needs in work-settings. Journal
of Vocational Behavior 9, 251-266.
24. Cornelius, E. T. III and F.B. Lane. “The Power Motive and Managerial Success in a Profesionally Oriented
Service Industry Organization. “Journal of Applied Psychology, Vol.69, No.1, pp.32-39, 1984.
25. Steers, R.M. and D.N.Braunstein. “A Behaviourally-Based Measure of Manifest Needs in Work Settings.” Journal
of Vocational Behaviour, Vol.9, pp.251-266, 1976.
_________________________________________________________________________________________________
Annexure-1
What motivates you?
Strongly Strongly
Disagree Agree
1.I try very hard to improve my past performance. (A) 1 2 3 4 5

2.I enjoy competition and winning. (B) 1 2 3 4 5
3.I often find myself talking to those around me about social 1 2 3 4 5
matters. (C)
4.I enjoy a difficult challenge. (A) 1 2 3 4 5

5.I enjoy being in charge. (B) 1 2 3 4 5
6.I want to be liked by others. (C) 1 2 3 4 5
7.I want to know how I am progressing as I complete tasks. (A) 1 2 3 4 5
8.I confront people who do things I disagree with. (B) 1 2 3 4 5

9.I tend to build close relationship with co-workers. (C) 1 2 3 4 5
10.I enjoy setting and achieving realistic goals. (A) 1 2 3 4 5
11.I enjoy influencing other people to get my way. (B) 1 2 3 4 5
12.I enjoy belonging to groups and organizations. (C) 1 2 3 4 5
13.I enjoy the satisfaction of completing a difficult task. (A) 1 2 3 4 5
14.I often work to gain more control over the events around 1 2 3 4 5
me. (B)
15.I enjoy working with others more than working alone. (C) 1 2 3 4 5
_________________________________________________________________________________________________
Human Resource Management
Dr. (Mrs.) Archana Chandra
(Assistant Professor)
Shreela Chawla ( Research Scholar) Shiats, Allahabad
shreela19@yahoo.co.in
Abstract
Organizations today are facing challenges on several fronts in their efforts to remain competitive. These include
the need to increase productivity, the prospects of expanding into global markets, new technological
developments, responding to changes in the marketplace, containing costs, developing a skilled and flexible
workforce and bringing about significant organizational change. These challenges are emerging in the context of
changing needs of the workforce, changing attitudes in the broader society and heightened legal requirements
(Capelli, 1999). These challenges are making it both more important and more difficult for organizations to be
successful. There is now a greater emphasis on organizational results. Not surprisingly, more organizations are
looking for ways to improve their performance (Ashkenas et al., 1995; Galbraith et al., 1993; Heskett et al., 1997;
Lawler, 1992; Lawler et al., 1995; Nadler et al., 1995; Pfeffer and Sutton, 2000; Tushman and O'Reilly, 1997).
The globalization and intense competition has led to the increased significance of Human Resources as part of an
organization's intangible resources. Therefore HR is viewed as a system that increases organizational
performance, develop organizational Core competencies and its competitive advantages. Thus through an efficient
HR system, a company's employees become strategic assets.
It is our view that virtually all the changes we see in HRM concepts and practices are in response to changing
social, economic, and business environments. We therefore need to understand these influences on our work
setting because many of those factors that have affected us in the recent past will continue to do so in the future,
though perhaps in different ways. By examining these forces, we will be better able to understand what challenges
we need to cope with today and those that are likely tomorrow.
Keywords: Human Resource
Introduction
Human resource management is the management of an organization's workforce, or human resources. It is responsible
for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational
leadership and culture, and ensuring compliance with employment and labor laws.HR spawned from the human relations
movement, which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. Taylor
explored what he termed "scientific management" (later referred to by others as "Taylorism"), striving to improve
economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing
process—labor—sparking inquiry into workforce productivity.[1]r laws.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of
making sure the employees are as creative as they can be. HRM is a coordinated approach to managing people that seeks
to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of
employee resourcing, employee development, employee reward and employee involvement are considered to be
interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human
resources management is an approach that takes a holistic view and considers how various areas can be integrated.
HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment.
Effective HRM enables employees to contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives
What is Human Resource Management?
Michael Armstrong, in A Handbook of Human Resource Management Practice, describes Human Resource Management
as ―the strategic and coherent approach to the management of an organization's most valued assets - the people working
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there who individually and collectively contribute to the achievement of the objectives of the business.‖ With the
growing importance of human capital as a success factor for today’s organizations, the role of HR has become more
critical for corporate India as it offers a way to vault into the global league.
Functions of Human Resource Management:
The main functions of Human resource Management are;

Job Design (JD),Job Analysis, Human Resource Planning (HRP)Recruitment ,Selection ,Hiring, Induction, Performance
Evaluation, Compensation Management Training and Development ,Employee Movements ,Welfare Administration,
Health and safety Administration, Discipline ,Administration, Grievance, Handling Labor Relations.
Processes in Human Resource Management:

The following are the various HR processes: Human resource planning (Recruitment, Selecting, Hiring, Training,
Induction, Orientation, Evaluation, Promotion and Layoff). Employee remuneration and Benefits Administration
Performance Management, Employee Relations. The efficient designing of these processes apart from other things
depends upon the degree of correspondence of each of these. This means that each process is subservient to other. You
start from Human resource Planning and there is a continual value addition at each step. To exemplify, the PMS
(performance Management System) of an organization like Infosys would different from an organization like Walmart.
Human Resource Planning: Generally, we consider Human Resource Planning as the process of people forecasting.
Right but incomplete! It also involves the processes of Evaluation, Promotion and Layoff.
Recruitment: It aims at attracting applicants that match a certain Job criteria.
Selection: The next level of filtration.Aims at short listing candidates who are the nearest match in terms qualifications,
expertise and potential for a certain job.
Hiring: Deciding upon the final candidate who gets the job.
Training and Development: Those processes that work on an employee onboard for his skills and abilities up gradation.
Employee Remuneration and Benefits Administration: The process involves deciding upon salaries and wages,
Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator in any job and therefore the importance of
this process. Performing employees seek raises, better salaries and bonuses.
Performance Management: It is meant to help the organization train, motivate and reward workers. It is also meant to
ensure that the organizational goals are met with efficiency. The process not only includes the employees but can also be
for a department, product, and service or customer process; all towards enhancing or adding value to them.
Nowadays there is an automated performance management system (PMS) that carries all the information to help
managers evaluate the performance of the employees and assess them accordingly on their training and development
needs.
Employee Relations: Employee retention is a nuisance with organizations especially in industries that are hugely
competitive in nature. Though there are myriad factors that motivate an individual to stick to or leave an organization, but
certainly few are under our control.
Employee relations include Labor Law and Relations, Working Environment, Employee heath and safety, Employee-
Employee conflict management, Employee- Employee Conflict Management, Quality of Work Life, Workers
Compensation, Employee Wellness and assistance programs, Counseling for occupational stress. All these are critical to
employee retention apart from the money which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single process can work in isolation; there
has to be a high level of conformity and cohesiveness between the same.
Importance of HRM :
The practice of HRM must be viewed through the prism of overall strategic goals for the organization instead of a
standalone tint that takes a unit based or a micro approach. The idea here is to adopt a holistic perspective towards HRM
that ensures that there are no piecemeal strategies and the HRM policy enmeshes itself fully with those of the
organizational goals. For instance, if the training needs of the employees are simply met with perfunctory trainings on
omnibus topics, the firm stands to lose not only from the time that the employees spend in training but also a loss of
direction. Hence, the organization that takes its HRM policies seriously will ensure that training is based on focused and
topical methods.
In conclusion, the practice of HRM needs to be integrated with the overall strategy to ensure effective use of people and
provide better returns to the organizations in terms of ROI (Return on Investment) for every rupee or dollar spent on
them. Unless the HRM practice is designed in this way, the firms stand to lose from not utilizing people fully. And this
does not bode well for the success of the organization.
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Purpose of HRM:
The overall purpose of HRM is to ensure that the organization is able to achieve success through people.HRM aims to
increase organizational effectiveness and capability the capacity of an organization to achieve its goals by making it the
best use of resources available to it. Ulrich and lake (1990) remarked that HRM system can be the source of
organizational capabilities that allow firm to learn and capitalize on new opportunities.
Objectives:
 The objectives of HRM may be as follows:

 To create and utilize an able and motivated workforce, to accomplish the basic organizational goals.
 To establish and maintain sound organizational structure and desirable working relationships among all the
members of the organization.
 To secure the integration of individual or groups within the organization by co-ordination of the individual and
group goals with those of the organization.
 To create facilities and opportunities for individual or group development so as to match it with the growth of
the organization.
 To attain an effective utilization of human resources in the achievement of organizational goals.
 To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives,
employee benefits and social security and measures for challenging work, prestige, recognition, security, status.
 To maintain high employees morale and sound human relations by sustaining and improving the various
conditions and facilities.
 To strengthen and appreciate the human assets continuously by providing training and development programs.
 To consider and contribute to the minimization of socio-economic evils such as unemployment, under-
employment, inequalities in the distribution of income and wealth and to improve the welfare of the society by
providing employment opportunities to women and disadvantaged sections of the society.
 To provide an opportunity for expression and voice management.
 To provide fair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of
employment.
Diversity in Organizations:
In recent years, organizations in all sectors have been aggressively working towards a concept called diversity of
workforce. When you see a job posting that talk about equal opportunity, you might be wondering what it is all about. To
put it simply, diversity in employment means that the employer is actively pursuing what can be called non-
discrimination of potential recruits on the basis of gender, ethnicity, physical constraints and the like. What this means is
that the employer or the organization adopts a policy wherein they do not differentiate between applicants on the grounds
listed above and merit is the sole criterion when deciding the suitability of a potential recruit.
Why Diversity?
With the advent of globalization, it has become imperative for organizations to have a workforce that is composed of
different ethnicities and with the maturing of the business paradigm; gender is no longer a constraint. This has prompted
large scale changes in the way organizations recruit people. Further, in many countries the laws governing corporate have
been legislated in such a way that makes the firms actively encourage diversity. For instance, the US is the leading
proponent of diversity with the adoption of the ―Equal Opportunity Act‖. This act mandates employers not to
discriminate on any basis be it gender, color, lifestyle preferences or any other traits as mentioned in the act. This has
given a fillip to the employment of women and people of color and has removed the barriers that were threatening to
make these groups of people at a minority in the corporate world as well.
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Why is Management of Diversity Important?
When an organization has people of different ethnicities and greater question arises as to how to reconcile the differences
between these employees without causing too much friction in everyday interactions. Managing diversity is important as
otherwise the performance of the organization takes a hit and worse, there can be possible lawsuits and legal tangles from
disaffected employees who feel aggrieved because of instances of discrimination and harassment based on their ethnicity
or gender.
Issues in Managing Diversity:

One of the central issues in managing diversity is to do with the majority and the minority perspective. Usually, it is the
case in organizations that there is a predominant majority of a particular race or ethnicity and various others in minority
groups. And considering that the most pressing issue in managing diversity arises out of the treatment of women, we get
a sense of the issues of race and gender as the primary drivers in managing diversity. In recent times, these issues have
come to the forefront of the debate because of greater awareness among the minority groups about their rights as well as
stricter enforcement of laws and regulations that govern workplace behavior.
Hence, it is in the interest of the management of any firm to sensitize their workforce towards race and gender issues and
ensure that the workplace is free of discrimination against minority groups as well as women.
Gender Sensitization
We have devoted a separate section on gender sensitization because when compared to other issues in managing
diversity, this is the most pressing issue because of the preponderance of women in the workforce as well as recent trends
that point to the emergence of this single issue as the dominant issue that is taking the mind space of managers. The
worrying aspect about this issue is that despite policies and rules governing gender specific issues in most organizations,
there is little evidence to show that they are being followed. Hence, what is needed is a mindset change rather than more
policies and this can only be done if the workforce is sensitized to the needs of women.
Emerging Trends in Human Resource Management:
New Trends in HRM

Human resource management is a process of bringing people and organizations together so that the goals of each other
are met. The role of HR manager is shifting from that of a protector and screener to the role of a planner and change
agent. Personnel directors are the new corporate heroes. The name of the game today in business is personnel. Over the
years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls for future
skill mapping through proper HRM initiatives..
Some of the recent trends that are being observed are as follows:
The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations.
Organizations now need to prepare themselves in order to address people centered issues with commitment from the top
management, with renewed thrust on HR issues, more particularly on training.
Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such organizational
models also refocus on people centric issues and call for redefining the future role of HR professionals.
To leapfrog ahead of competition in this world of uncertainty, organizations have introduced six- sigma practices. Six-
sigma uses rigorous analytical tools with leadership from the top and develops a method for sustainable improvement.
These practices improve organizational values and helps in creating defect free product or services at minimum cost.
Human resource outsourcing is a new accession that makes a traditional HR department redundant in an organization.
Exult, the international pioneer in HR BPO already roped in Bank of America, international players BP Amoco & over
the years plan to spread their business to most of the Fortune 500 companies.
With the increase of global job mobility, recruiting competent people is also increasingly becoming difficult, especially
in India. Therefore by creating an enabling culture, organizations are also required to work out a retention strategy for
the existing skilled manpower.
HR Managers should do the following things to ensure success-

Use workforce skills and abilities in order to exploit environmental opportunities and neutralize threats.
Employ innovative reward plans that recognize employee contributions and grant enhancements.
Indulge in continuous quality improvement through TQM and HR contributions like training, development, counseling,
etc
Utilize people with distinctive capabilities to create unsurpassed competence in an area, e.g. Xerox in photocopiers, 3M
in adhesives, Telco in trucks etc.
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Decentralize operations and rely on self-managed teams to deliver goods in difficult times e.g. Motorola is famous for
short product development cycles. It has quickly commercialized ideas from its research labs.
Lay off workers in a smooth way explaining facts to unions, workers and other affected groups e.g. IBM , Kodak, Xerox,
etc.
HR Managers today are focusing attention on the following-

a) Policies- HR policies based on trust, openness, equity and consensus.
b) Motivation- Create conditions in which people are willing to work with zeal, initiative and enthusiasm; make people
feel like winners.
c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place
relations.
d) Change agent- Prepare workers to accept technological changes by clarifying doubts.
e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success.
Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward them equitably, and
integrate their aspirations with corporate goals through suitable HR policies.
Scope of Human Resource Management

Human resources are undoubtedly the key resources in an organization, the easiest and the most difficult to manage! The
objectives of the HRM span right from the manpower needs assessment to management and retention of the same. To
this effect Human resource management is responsible for effective designing and implementation of various policies,
procedures and programs. It is all about developing and managing knowledge, skills, creativity, aptitude and talent and
using them optimally.
The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it concisely. However, we may
classify the same under following heads:
HRM in Personnel Management: This is typically direct manpower management that involves manpower planning,
hiring (recruitment and selection), training and development, induction and orientation, transfer, promotion,
compensation, layoff and retrenchment, employee productivity. The overall objective here is to ascertain individual
growth, development and effectiveness which indirectly contribute to organizational development.
It also includes performance appraisal, developing new skills, disbursement of wages, incentives, allowances, traveling
policies and procedures and other related courses of actions.
HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and amenities at workplace.
This includes a wide array of responsibilities and services such as safety services, health services, welfare funds, social
security and medical services. It also covers appointment of safety officers, making the environment worth working,
eliminating workplace hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper
ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits, personal injury benefits,
maternity benefits, unemployment benefits and family benefits.
It also relates to supervision, employee counseling, establishing harmonious relationships with employees, education and
training. Employee welfare is about determining employees’ real needs and fulfilling them with active participation of
both management and employees. In addition to this, it also takes care of canteen facilities, crèches, rest and lunch
rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labor or employee
unions, addressing their grievances and settling the disputes effectively in order to maintain peace and harmony in the
organization. It is the art and science of understanding the employment (union-management) relations, joint consultation,
disciplinary procedures, solving problems with mutual efforts, understanding human behavior and maintaining work
relations, collective bargaining and settlement of disputes.
The main aim is to safeguarding the interest of employees by securing the highest level of understanding to the extent
that does not leave a negative impact on organization. It is about establishing, growing and promoting industrial
democracy to safeguard the interests of both employees and management.
Objective of the paper:- To understand the work diversity and challenges of Human Resource management.
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Conclusion:
This is review paper data analysis secondary data .A study was carried out by Brian D’Netto, Amrik S. Sohal to examine
the extent to which human resource management practices were being used by organizations in Australia to manage
workforce diversity. The study also assessed the perceived challenges and benefits of diversity in the workforce. The
findings of this study indicated that overall, management of workforce diversity is only ―mediocre‖. In particular,
inadequate diversity management practices were found in the areas of recruitment and selection and training and
development. As migrant employees do not create any problems and are very compliant, the challenges that workforce
diversity presents does not receive adequate attention by organisations in Australia. However, these organizations seek
several benefits from their multicultural workforce.
Though the situation in Corporate India or India Inc. has not yet reached the stage where lawsuits are routinely brought
against management for discriminatory practices, nonetheless, the trend in recent years is towards a more vocal
disapproval of such practices from industry leaders and management consultants who repeatedly emphasize the
importance of a non-discriminatory workplace. Hence, the bonus is on the management, senior and middle, to ensure that
they follow the norms that is required of them. In my opinion, the middle management and the managers who directly
interact with the teams of people have a greater role as they are the ―Sandwich‖ between the upper management and the
workforce and hence are in a position to follow the policies as well as enforce them. The role of the HR manager must
parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to
change directions, and customer-centered. Within this environment, the HR professional must learn how to manage
effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging
trends in training and employee development.
References:
1. Brian D’Netto, Amrik S. Sohal, (1999) "Human resource practices and workforce diversity: an empirical
assessment", International Journal of Manpower, Vol. 20 Iss: 8, pp.530 – 547
2. Admin,(2006)‖ Objectives of human resource management, Cite Man Network,March6,2006
3. Aurora, (2010) ,Functions of Human Resource Management, Tute Box,June9,2010.
4. Ellen Ernst Kossek,(2009), Managing a Diverse Workforce: Aligning and Managing Work/Life Relationships in
Organizations Managing a Diverse Workforce: Aligning and Managing Work/relationships in Organizations,
Society for Human Resource Management,2009.
5. Bond, J. T., Thompson, C., Galinsky, E., & Prottas, D. (2002). Highlights of the National Study of the
Changing Workforce: Executive summary No. 3. New York: Families and Work Institute, 2002.
6. Kossek, E., & Lee, M. (2008). Implementing a reduced-workload arrangement to retain high talent: A case
study. Journal of Managerial Psychology, 11, 1, 49-64, 2008.
7. Parul Deshwal, supriya choudhary (2012), workforce diversity management: biggest challenge for 21 st century
managers, International Journal of Multidisciplinary Research, Vol.2 Issue 4, April 2012.
8. Henderson, G. (1994). Cultural diversity in the workplace: Issues and strategies. Westport, CT: Quorum Books.
9. K. Aswathappa, Human Resource and Personnel Management, 4th edition, Tata McGraw-Hill, New Delhi,
2006.
10. R. Mondy and Robert M. Noe, Human Resource Management, 9th edition, Pearson Education, Delhi, 2006.
11. Ongori Henry ,Agolla J. Evans,(2007), Critical review of literature on workforce diversity, African Journal of
Business Management pp. 072-076, July 2007.
12. Allen R, Dawson G, Wheatley K, White,CS (2004). Diversity Practices: Learning Responses for Modern
Organization, Development and Learning in Organizations: An Int. J. 18 (6): pp.13-15, 2004.
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Employee Engagement for Enhancing Sustainability of Organizations
Dr. Sharad R. Kulkarni
Assistant Professor,
ATS, SBGI, Faculty of Management,
Dr. Mrs. Sharwari S. Kulkarni

Associate Professor,
NES, Kanya Mahavidyalaya, srkfom@gmail.com
_____________________________________________________________________________
Abstract
In the existing world which is changing both in terms of the globalised nature of work and the diversity of the workforce,
engaged employees would be a key to competitive advantage. Organizations which understand the conditions that
enhance employee engagement will have an additional accomplishment over the competitors. In a dynamic environment,
it becomes more difficult to specify roles and responsibilities precisely. Employees are facing unanticipated and
ambiguous decision-making situations. Only engaged employees are likely to act in ways that are consistent with
organizational objectives. In addition, many employees are looking for environments where they can be engaged and feel
that they are contributing in a positive way.
Employee engagement is the level of commitment and involvement an employee has towards the organization and its
values. An engaged employee is aware of business context, and works with colleagues to improve performance within
the job for the benefit of the organization. This paper focuses on how employee engagement is integrated with the job
involvement and what organization should do to make the employees engaged. It also looks at the feelings of employee
engagement and the steps which show how to drive an engaged employee.
The paper is a result of survey conducted among local organizations engaged in agro processing, chemicals,
manufacturing, textiles and educational activities. The questionnaires were used to identify the views of employers and
employees regarding awareness, techniques and implications of the employee engagement concept. The study reveals
positive correlation between employee engagement and sustainability of organizations.
Key words: Employee engagement, sustainability, globalization, job involvement.
1. Introduction
The employee engagement is a relatively new concept. It is strongly advocated by Human Resource consultants. They
provide an advice for creation and strengthening the concept in real sense. Number of surveys and studies has indicated
that, there is close relationship between engagement and profitability through higher productivity, sales, customer
satisfaction, and employee retention. Employee engagement concept has a relatively short history. It has a very broad
reaching scope such that, “there are potentially thousands of different individual actions, attitudes, and processes that
affect engagement.” What engages a new recruited be very different from what engages a senior level manager. As a
result, employee engagement lacks a distinct definition and process for measurement. In addition, it is potentially
interchangeable with other concepts such as organizational commitment and organizational citizenship behavior. These
issues combined together are causing the concept of employee engagement to become vague and diluted.
Engagement is now recognized as a basic need for organizations, in spite of any type of any economic climate. Many
organizations acknowledge the fact that, although they have up to date data sets to understand what their customers
needs, they have very less information about what is required to their employees, what encourages them and what should
be the best approach for workplace.. Many studies have shown how important engagement is for: performance, profit,
productivity, customer service, retention, innovation and well-being of all stakeholders.
There is lack of a universal definition of employee engagement. Kahn (1990:694) defines employee engagement as “the
harnessing of organization members towards work roles in engagement physically, cognitively, and emotionally during
role performances”. The cognitive aspect of employee engagement concerns employees‟ beliefs about the organization,
its leaders and working conditions. The emotional aspect concerns how employees feel about each of these three factors
and whether they have positive or negative attitudes toward the organization and its leaders. The physical aspect of
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employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to
Kahn (1990), engagement means to be present psychologically as well as physically while occupying and performing an
organizational role.
Commonly, employee engagement has been defined as emotional and intellectual commitment to the organization
(Baumruk 2004, Richman 2006 and Shaw 2005).It is acknowledged and accepted that employee engagement is a multi-
faceted construct, as suggested by Kahn (1990). Truss et al (2006) define employee engagement as „passion for work‟. It
has also been argued that employee engagement is related to emotional experiences and wellbeing (May et al 2004).
Despite this, studies of organizations often overlook the effects on behaviour of feelings and emotions. Emotions are a
natural feature of our psychological make-up and affect not only individuals‟ personal lives but also their behaviour at
work. Wilson (2004) argues that “feelings connect us with our realities and provide internal feedback on how we are
doing, what we want and what we might do next … Being in organizations involves us in worry, envy, hurt, sadness,
boredom, excitement and other emotions.”
Robinson et al (2004) identified key behaviours, which were found to be associated with employee engagement. These
behaviours include belief in the organization, desire to work to make things better, understanding of the business context,
being respectful of and helpful to others, willingness to work hard and keeping up to date with developments in the field.
Furthermore, the research found that employee engagement was closely linked to feelings and perceptions around being
valued and involved, and that the key drivers of engagement included effective leadership, two-way communication, high
levels of internal co-operation, a focus on employee development, a commitment to employee wellbeing and clear,
accessible human resources policies and practices to which managers at all levels were committed. Recent research
suggests that high-involvement work practices can develop the positive beliefs and attitudes associated with employee
engagement, and that these practices can generate the kinds of discretionary behaviours that lead to enhanced
performance (Konrad 2006). It has been argued that employee engagement is only meaningful if there is a more genuine
sharing of responsibility between management and employees over issues of substance (Purcell et al 2003). One of the
main drivers of employee engagement was found to be employees having the opportunity to feed their views upwards.
3. Engagement Levels
Levels of engagement can be broadly categorized as,
a) Fully Engaged
An employee who is fully satisfied and is emotionally connected with the organization is strongly motivated to give best
performance / contribution. They talk positively about the organization and are ambassadors. They also strongly believe
that their personal goals can be achieved with this organization and contribute to organization‟s success
b) Engaged
These employees are proud to be working for the organization and are interested in doing their best. The engagement
relates to the employee‟s performance and contribution to the organization‟s goals. They want to continue with the
organization both in the short and long term and may accept temporary dissatisfaction with the job.
c) Indifferent
These employees perform their work but are not much connected with the organization. They are most likely to get
affected by efforts to increase the engagement levels.
d) Disengaged
They provide an indication of strong dissatisfaction with the organization. These employees are likely to be in active
search for opportunities outside the organization. They are disengaged with the job and people around. Disengaged
employees may have a negative impact on other employees.
4. About the Study
4.1. Objectives
Present study was focused on following three main objectives.
1. To understand how the concept of employee engagement has been perceived by organizations under study.
2. To recognize drivers of employee engagement in these organizations.
3. To identify the relation between employee engagement and sustainability of organization.
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4.2. Methodology
The survey was conducted among local organizations engaged in agro processing, chemicals, manufacturing, textiles and
educational activities. The questionnaires were used to identify the views of employers and employees regarding
awareness, techniques and implications of the employee engagement concept. The 25 respondents each were selected
randomly from each organization.
The participants were requested to give their responses on different parameters which were linked to success of
organizations. It had 10 key parameters of employee engagement. There were statements associated with each parameter.
These parameters were grouped into two sets; one related with driving the satisfaction and the other set associated with
driving an attachment with the organization. There were 50 statements. The respondents were requested to rate their level
of agreement on a 5 point scale ranging from “strongly agree” to “strongly disagree.”
Then responses were analyzed to test for correlations with satisfaction and affinity, which drive the level of engagement.
The sample was drawn using stratified sampling approach. The strata of workforce population were based on different
factors like, type of industry, job profile, age, gender, and work experience.
The data was analyzed to identify the overall as well as industry wise engagement levels. Further, the data was
scrutinized to determine specific drivers which have major impact on overall engagement levels. The responses were
tested to identify the critical parameters which were important for the employees to improve their engagement levels;
leading to enhance sustainability of organizations. Hypothesis was tested using „t‟ test.
4.3. Hypothesis
1. Null Hypothesis (H0): Employee engagement does not improve sustainability of organizations significantly.
2. Alternate Hypothesis (H1): Employee engagement improves sustainability of organizations significantly.
4.4. Data Analysis
The collected data through questionnaire was analysed and represented in following tables and charts.
1. Level of Engagement
Respondents from different organizations were asked about their level of engagement in organizational activities. As
shown in Table 1, levels of engagement were categorized as,
a) Fully Engaged
b) Engaged
c) Indifferent
d) Disengaged
Table 1
Levels of Engagement
Sr. Fully Engaged Engaged Indifferent Disengaged
Organization
No. No. % No. % No. % No. %
1 Agro Processing 3 14 4 14 8 32 5 20
2 Chemicals 4 18 7 25 5 20 4 16
3 Education 2 09 4 14 7 28 7 28
4 Manufacturing 6 27 8 28 2 08 4 16
5 Textiles 7 32 5 19 3 12 5 20
Total 22 28 25 25
Source: Field Survey
As indicated in the Table 1 above, highest number of fully engaged employees was from textiles; followed by
manufacturing, chemicals and agro processing. The highest quantity of disengaged employees were available at
educational organizations. The volume of indifferent employees was higher (32 %) at agro processing units.
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Chart 1
Engagement Status
2. Departmental Status of Engagement

Each department in various organizations experience variable levels of engagement. The Table 2 identifies respondents
approach towards engagement in different departments.
Table 2
Department wise Engagement Status
Sr. Fully Engaged Engaged Indifferent Disengaged
Department Total
No. No. % No. % No. % No. %
1 Administration 3 14 3 11 5 20 4 16 15
2 Customer Service 2 09 4 14 3 12 3 12 12
3 Data Processing 3 14 2 08 2 08 3 12 10
4 Human Resource 2 09 4 14 3 12 4 16 13
5 Logistics 2 09 4 14 3 12 3 12 12
6 Marketing 3 14 4 14 3 12 4 16 14
7 Production 3 14 4 14 4 16 2 08 13
8 Research 4 17 3 11 2 08 2 08 11
Total 22 28 25 25
Almost 50 % employees were either fully or partially engaged in their work at the organization. One fourth of
respondents each were neither interested nor engaged in the organizational activities.
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Chart 2
Department wise Enga gement
3. Engagement Factors
The ten factors were recognized as responsible for intensity of engagement. Corresponding opinions of employees from
different organizations under study were analysed in Table 3 below.
Table 3
Factors Responsible for Employee Engagement
Organization Agro Chemic Educati Manufact
Sr. No. Textiles Total
Factors Processing als on uring
1 Attachment 12 11 12 12 13 60
2 Career Path 10 08 10 11 09 48
3 Compensation 12 15 12 13 14 66
4 Empowerment 09 09 07 07 09 41
5 Environment 11 11 09 10 08 49
6 Ethics 12 10 09 08 09 48
7 Intrapreneurship 11 10 10 10 12 53
8 Structure 06 07 08 08 08 37
9 Team work 09 10 11 12 10 52
10 Work Life Balance 08 09 12 09 08 46
According to the analysis of employee engagement factors, more than 60 % respondents view compensation and
attachment of employees as most significant. Slightly more than half (53 % and 52 %) respondents observe, policies for
promoting intrapreneurial abilities and team work are important factors for engagement. Work environment, ethics,
systematic career path and work life balance have some what equal impact on employee engagement as experienced by
more than 45 % respondents. The 41 % respondents have given importance to the organizational strategy for
empowerment to employees, which will lead to better engagement of employees. The least significant factor as observed
by only 37 % respondents is the organization structure, which will decide the intensity and durability of employee
engagement status.
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Chart 3
Employee Engagement Factors
5. Hypothesis Testing
Responses were collected from employees of organizations under study. The 59 % respondents were in favour
of close relation between the employee engagement and sustainability of organizations. The„t‟ test was applied for testing
of the hypothesis. The results are shown in Table 4 below.
Table 4
Employee Engagement versus Sustainability of Organizations
Sr. Positive
No. Responses
Organization ( X – Xm) ( X – Xm)2
1 Agro Processing 13 1.2 1.44

2 Chemicals 12 0.2 0.04
3 Education 10 -1.8 3.24
4 Manufacturing 11 -0.8 0.64
5 Textiles 13 1.2 1.44
Total 59 6.80
E E Vs. O S
Series1,
Series1,
Agro
Textiles,
Processing
13, 22%
, 13, 22%
Series1, Series1,
Mfg, 11, Chemicals
19% Series1, , 12, 20%
Education,
10, 17%
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Agro processing units and textile organizations have similar opinion about positive relation between employee
engagement and organizational sustainability. (22 % each). The favourable responses from chemicals, manufacturing and
educational organizations were 20 %, 19 % and 17 % respectively.
Xm = (59 / 5) = 11.8 S. D. = 1.304
Observed value of t = 3.0869
Table value of t = 3.0869 (at 95% level of significance)
As t (observed) is greater than t (critical); the null hypothesis (H0) has to be rejected. Hence, the alternate
hypothesis (H1) has to be accepted, which states that, „Employee engagement improves sustainability of
organizations significantly‟
6. Findings
After thorough analysis of the data, following observations were recorded.
1. The compensation plays most significant role in keeping employees engaged. The variation in compensation as
well as reward may disturb the state and intensity of engagement.
2. The emotionally attached employees are strongly engaged with the organization as compared to others in the
same environment.
3. Now it has been proved that encouragement for intrapreneurial abilities would not only boost the engagement
but also develop competitive advantage for the organization.
4. An attitude of engagement though an individual experience, can be accelerated effectively through the team
work.
5. In addition, the work environment and ethical sense are responsible for developing an attitude towards
engagement at the organization.
6. If employees are empowered and work is balanced with the life, then there is considerable value and strength to
the concept of engagement.
7. Neglected but significant key driver for engagement of employee is the structure of the organization.
8. Organizations will surely enjoy benefits of sustainable development, if their employees are thoroughly engaged.
7. Conclusion
In a world which is changing both in terms of the global nature of work and the aging of the workforce; having engaged
employees would be a key to competitive advantage. This will be particularly true if engagement constructs an effective
outcome as concerned by management. As like every good thing, there is greater challenge for establishing the conditions
for behavioral employee engagement. Organizations which get these conditions right will have accomplished something
that competitors will find very difficult to imitate. It is easy to change price and product; but, it is another thing to create
a state and behaviorally engaged workforce.
Alert organizations focus on both the leading and lagging factors of business success, so business leaders need to know
about engagement levels in the same way they need to know about other critical management information, like financial,
productivity and customer data. Rigorous business oriented measurement and analysis is required to identify the key
drivers of engagement for the organization. The success of organization totally depends only on engagement of
employees to both the jobs that they do and the organization which that they work for. This knowledge enables
organizations to predict behavior and its impact on key business dimensions..
References
1. Arnold.Bakker & William.Schaufeli, (2008), “Positive organizational behavior: Engaged employees in
flourishing organizations”. Journal of Organizational Behavior, pp147–154.
2. Ashok M. (2005), “Engagement for the mind body, and soul”, Human Capital
3. Bhatnagar, J. (2007), “Talent Management Strategy of employee engagement in India”, Employee Relations,
29(6), 640-663
4. Bhatnagar, J. (2007), “Predictors of organizational commitment in India”, International Journal of Human
Resource Management.
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5. Saxena, K.B.C. and Bharadwaj, S. (2007), “Business Process Outsourcing for Strategic Advantage”, Excel
Books, New Delhi.
6. http://www.blessingwhite.com
7. http://www.hrtoolbox.com
8. http://www.right.com
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HRM Strategic Challenges for
International Competitiveness: Healthcare Sector
Akole V. P.
Research Scholar, North Maharashtra University, Jalgaon.
Director & Industrial Trainer: REST PHARMA Professional, Jalgaon.
reva7454@yahoo.co.in;reva7454@gmail.com
_________________________________________________________________________________
Abstract
Health is regarded as a vital component in the growth and development of any country. Healthy children are said
to have better school attendance and learning. One of the most important front line sectors is Healthcare. Need of
health to all. Citizen of India are deprived of health. People belong to rural area are more affected as compare to
people in urban areas .Availability of human resources and other resources need in depth study to meet challenge.
Disparity at the time of birth is to be considered and removed appropriately by finding gap and to be minimising
by improving hospitalisation, trained health care professionals and health workers. For child development also
parents are to be educated for healthy child who will develop in all dimensions and will useful for nations and
family. Research in this area is required on war footing. Planning and policy development is required. Additional
rules and regulations in area of health care sector service provider to be introduced. Pharmaceutical industry
should improve their GMP (Good Manufacturing Practices) and GLP (Good Laboratory Practices) facility by
different accreditations like EDQM (European Drugs Quality Management), US-FDA (United State Food and
Drugs Authorisation, MHRA (Medicinal Healthcare Regulatory Authority), WHO-GMP (World Health
Organisation-Good Manufacturing Practices), ISO 9008:2008, PS 9000:2008 (Pharmaceutical Standards).
Pharmacy graduates are to use for development of new drugs require for health for all by 2020. Manufacturing
units are to be started for increase in demands of quality life saving drugs .Health tourism and dental tourism
require additional boost to attract tourist from all over world, as health care and dental services are economical.
Hospital on wheel will also demand to cater need for health services. Management for all these need research in all
spear to develop system in all directions. Media services will improve the communication for better health care
practices. University needs to develop different courses for health care professionals. Data collected was
interpreted scientifically for arriving at the conclusion.
Key words: Regulatory, Pharma Industry, University, MBA Healthcare, Medical professional
1.0 Introduction:
The present scenario and human resource management for the “Health for all” is mainly focused here. Need of health to
all. Citizens of world are deprived of health; even health for all is the basic need of person. People belong to rural area
are more affected as compare to people in urban area. Health care services are not available in some area as well as if
services are available they are not adequate as compare to population at rural areas.
Public Sector Health Care management acquired a unique status and reputation in all service sectors, business houses and
industries. Public Health Care Management is prevention, treatment, and management of illness and preservation of
mental and physical well being through the services offered by medical, nursing, and allied health care professionals.
According to World Health Organization, health care embraces all the goods and services design to promote health,
including “preventive, curative and palliative interventions, whether directed to individuals or to the populations”. The
organized provisions of such services may constitute a health care system. This can include a specific governmental
organization such as, in the United Kingdom (UK), the National Health Service or cooperation across the National
Health Service. Healthcare industries have become an important segment which contributes as a major share in countries
GDP. According to the Investment Commission of India the healthcare sector has experienced phenomenal growth of 12
percent per annum in the last 4 years. Indian Health policy formulated in the year 1983 and reviewed and updated in
2002 as National Health policy 2002.Various international agencies like World Health Organization (WHO),United
Nations International Children‟s Emergency Fund (UNICEF), United Nation Fund for Population Activities
(UNFPA),Words Bank have been providing technical and material assistance in the implementation of health care
programmes.
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The health of a nation is a product of many factors and forces that combine and interact. Economic growth, per capita
income, employment, literacy, education, age at marriage, birth rates, availability of information regarding health care
and nutrition, access to safe drinking water, public and private health care infrastructure, access to preventive health and
medical care and health.
Insurance are among the contributing factors. Measured in terms of infant mortality rates, maternal mortality, life
expectancy and nutrition, the health of the Indian population has improved dramatically over the past 50 years. Yet,
despite these achievements, wide disparities exist between different income groups, between rural and urban
communities, between different states and even districts within states, and a big gap from the level attained by the high
middle income and advanced developed country.
Better health and nutritional

status of Mother and children
Better learning Better nutritional retention and thus

ability lower incidence of diseases.
Capability enhancement and

improved earning capacity
Better Standard of living
Health Synergy and Standard of Living

1.1 Health System in India: The health system in India has 3 main links, i.e. Central, State and Local or peripheral.
At the Central: The official “organs‟” of the health system at the national level consist of
 The Ministry of Health and Family Welfare;
 The Directorate General of Health Services; and
 The Central Council of Health and Family Welfare
The Department of Family Welfare was created in 1966 within the Ministry of Health and Family Welfare. The functions
of the Union Health Ministry are set out in the seventh schedule of Article 246 of Constitution of India. At the state level,
the management sector comprises the State Ministry of Health and Directorate of Health. The District health system is
the principal unit of administration in India. It is under the control of the state health Department. The head of District
health system is District Health Officer (DHO) / Chief Medical Officer (CMO).
District health organizations come under Panchayat Raj system-which is a 3 tire structure of rural local .Three
Institutions are.
 Gram Panchayat- at village level
 Panchayat Samiti or Taluk Panchayat –at block level
 Zillah Panchayat-at district level.
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The Indian health care industry is seen to be growing at a rapid pace. Even so, the vast majority of the country suffers
from a poor standard of healthcare infrastructure which has not kept up with growing economy.
2.0 Management area of research.
For improving the healthcare services at Public health care centers, following are the some of the Management area of
research.
 To provide adequate and qualitative preventive and curative health care to the people of state.
 To ensure greater access to primary health care by bringing medical institutions as close to the people as
possible or through mobile health units, particularly in the under-served and backward districts.
 To improve maternal & child health with view to reduce maternal and infants mortality.
 To improve hospital services at secondary levels both in terms of infrastructure and personnel.
 To give training to doctors, nurses and other paramedical staff to meet the needs of health care in the state
by upgrading their skills & knowledge.
 To improve the maintenance of buildings
 To implement various national health programmes.
 To give health education for improving knowledge, attitude and behavior of the community.
 To establish and maintain healthy, productive work culture.
 Manpower planning for maximum utilization of human resources.
 Review the structure of organization to change it as per the changing needs.
 Improving motivation levels in the organization.
 Improvement in the work practices and flexibility in working arrangements.
 Attention to systems, rules and procedures for the betterment of results.
 Providing telemedicinal,dignostic and tretment help where ever required to distance and emergency patients
without any extra cost,considering life is top most important to our country.
An assessment of Health status and Health problems is an essential requisite for any planned efforts to develop healthcare
services. This is called as Community Diagnosis. The Health problems in India continue to a major problem and can be
grouped under different heads like, Communicable disease problems, Nutritional problems, Environmental sanitization
problems etc. This helps in better understanding and also gives a holistic approach to tackle the situation. Research also
needed to meet the vast health needs of a community. The basic resources for providing health care be grouped under
health, man power, money, material and time.
The Public Health Department, Government of Maharashtra, is making constant and concerted effort to formulate and
execute schemes to ensure adequate health care services to the people in line with the National Health Policy. While
implementing these schemes, steps are being taken to make improvements in the health care system in the State to cater
the health needs of the people in the rural areas, particularly in the tribal and backward regions of the State.
To improve the health care services at Public Health centres, following are considered:
1 To provide adequate and qualitative preventive and curative health care to the people of the State.
2 To ensure greater access to primary health care by bringing medical institutions as close to the people as possible or
through mobile health units, particularly in the under-served and backward districts.
3 To improve maternal and child health with a view to reducing maternal and infant mortality.
4 To improve hospital services at the secondary levels both in terms of infrastructure and personnel.
5 To give training to doctors, nurses and other paramedical staff to meet the needs of health care in the State by
upgrading their skills and knowledge.
6 To improve the maintenance of buildings
7 To implement various national health programmes
8 To give health education for improving knowledge, attitude and behaviour of the community.
3.0 Name of the Project / Scheme organised by DHO or CMO at Jalgaon District.
 Acute Flaccide Paralysais (AFP) Surveillance
 Navsanjivani Yojana
 Jeevandai Aarogya Yojana
 Biomedical Waste Management
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 Handicap Welfare Scheme
3.1 Acute Flaccid Paralysis (AFP) Surveillance: Requirement of strengthening of surveillance of Acute Flaccid
Paralysis (AFP) started in India since Oct. 1997 in collaboration with the World Health Organization (WHO).Following
Schemes are introduced for reducing IMR/MMR.
Appointment of Hon Medical Officer., Matrutwa Anudan Yojana, Dai Meeting Scheme, and Examination of sick
children by Paediatricians, Establishment of Paediatric I.C.U., and Replacement of condemned PHC. Vehicles,
Establishment of New RH/PHC, Increase in Medicine grant of PHC (80000/PHC),Increase in POL grant of PHC / PHU
Vehicles, Pre monsoon check of mothers and children (below 6 years) and treatment to those who are ill, Compensation
for loss of daily wages which encourage the parents to bring their sick children for necessary medical care. Appointment
of Pada Swayamsevaks
3.2 Navsanjivani Yojana It has been initiated in 1995-96 with the aim of reducing IMR and MMR. Since the scheme is
only for tribal area it is being implemented in 15 tribal districts of Maharashtra. The area for Navsanjivani is selected by
applying following criteria.
3.3 Pre Monsoon Activities - : Accessibility in tribal area is a problem in monsoon season due to geographical situation
of area & limited transport facilities. Hence it is planned to conduct Health check up Immunization / Nutritional
assessment of all tribal Population in said area. This activity is very much useful in preventing morbidity & mortality.
To tackle these problems, Government of Maharashtra has developed innovative scheme for tribal areas titled
“Navsanjivani Yojana” and is being implemented since 1 st June 1995. The Major components of this scheme are related
to employment, health, nutrition, food supply, various loan schemes and are implemented by various departments.
Important health related components of these schemes are provision of basic health services and ensure safe drinking
water supply. To achieve this plan health department has developed master plan and is presently implementing following
innovative schemes.
3.4 Pada Volunteer Scheme:11, 482 Pada volunteers are being appointed on voluntary / part time basis to each and
every hamlet in the 15 districts of the state. These volunteers are from the same hamlet and they form an important link
between Govt. functionaries and community. There are about 10714 Pada Volunteers in the 15 districts of the state in
October 2010. Expenditure Rs.8.12lakhs.Mobile Medical Squad -
172 Mobile Medical squads have been constituted with one Medical Officer with a vehicle and Para Medical staff to go
to each and every village and hamlet to identify malnourished and sick children and provide medical health at their
homes and if required also shift them to the nearest help. Appropriate medical treatment or intensified food
supplementation is given to all children. The end of October 2010 there are 155 appointed. Expenditure Rs.37.18lakhs.
3.5 Matrutwa Anudan Yojana: In these 15 districts a pregnant women is paid Rs.400 /- in cash for visiting health
centre for Antenatal check up and also medicine worth Rs.400/- is provided during her visit which ensure a better check
up and helps to reduce maternal and Neonatal morbidity and mortality.. The Year 2010-11 up to October 2011 there were
57245 beneficiaries. Expenditure incurred is Rs.56.65lakhs.
4.0 Manufacturing premises and Medicines.

4.1 Available pharmaceuticals manufacturing units are not up to the international standards. Pharmaceutical
manufacturing industry where manufacturing of medicines are in process should improve their quality by different
accreditations like EDQM, MHRA, WHO-GMP, TGA, and ISO9008:2000, PS9000:2000 etc. This certification will help
the India to raise the standards of medicines as well it help in catering the need of medicines in other countries, when we
talk about Health for all by 2020. Pharmacy graduates are to use for development of new drugs require for health for all
by 2020. Experts are available for gap analysis and for improvements in the existing system of manufacturing. The
expertise in manufacturing people can be improved by training all people where manufacturing people deserved training.
Manufacturing systems will improve by implementation of all clauses stated for international accreditations.
Manufacturing units are to be started for increase in demands of life saving drugs.
4.2 The health ministry of India can play major role to improve the status of all manufacturing units in India by
incorporations of such requirements through Drugs and Cosmetics rules and regulations. Government of India also
supports the manufacturing units by giving subsidy to improve the status of units for different accreditations. The training
pool of expert technocrat is to be initiated for extending and Implementation of various technical issues to satisfy the
_________________________________________________________________________________________________
conditions of manufacturing units. The R and D at pharmaceuticals organisations required additional funds to develop
various drugs for various diseases like Chkangunia, Swine flu, AIDS, and others.
4.3 Human resource need for such type of project are of well educated pharmacy and Science stream students,
engineers ,doctors and Health administration staff. Pharmacy students who are prime persons in development of dugs
needs better employment conditions. Health for all by 2020 policy will be helpful for their needs. At the same time
government should start pharmaceuticals manufacturing units to manufacturer 32 generic products as well as products
requires for all types of diseases which are very rare and common person in rural area can avail it very easily. The
available pharmacy graduates in the Maharashtra are too much. Study shows that in one of the district about 500
pharmacy students are passing per year but district is not having any manufacturing unit to use the knowledge of
pharmacy students. I.e. Dhule.
5.0 Health Governance:

It is observed that there exists questionable governance and mounting dissatisfaction among the citizens of Maharashtra
state. Among other factors contributing to the dissatisfaction of the functioning of the Public Health Care hospitals in
Maharashtra, one of the chief contributors to the dis-contentment can be the lack of Health care Planning and
Management. Public Sector Healthcare services can enhance its efficacy by strategically initiative by Public Authorities.
To verify this basic assumption an empirical study is strongly felt to be conducted. This fact triggered to shape the
research problem giving cause to this research.
6.0 Background of the Research Topic:

Public Health Care hospitals in Maharashtra state comprising of General hospitals operated by municipality, Civil
hospital, Hospitals managed by Zillah Perished, State hospitals govern by ESI / Govt. and the primary health care centers
catering the need of heath care facility. Health care facility, infrastructure provided in Maharashtra was felt not adequate
to fulfill the needs of citizens requiring the facilities.
The general observation indicates that Maharashtra state Public Health care Management has initiated infrastructure
development for providing and enhancing health facilities. In spite of efforts taken by the authorities the Health care
governance require positive additional initiatives to eliminate the exiting room of dissatisfaction.
The resultant act of having dissatisfaction directly contributes to grievances along with multiple frictions with the officers
and staff of the Health care organizations. The Health care planning and its governance should be made potent to face the
small and big public outcry, public expectations and to have a feel good situation between the relationship of the Health
care organizations and the citizens of Maharashtra state. For achieving the said potentialities the officers and staff have to
be constantly and continuously motivated and monitored by the Healthcare authorities.
This research background provides the scope for the study to find out the existing Health care planning & Health care
Management initiatives and to suggest the Healthcare Management steps to improve the performance of Healthcare
organizations that can enhance the system of governance and can become more effective instrument for providing near
good satisfaction to citizens in Maharashtra state.
6.1 Objectives of the Study:

 To study the National Health Policy initiatives of different constituted Health care Management in state of
Maharashtra in general and Jalgaon Public Health care sector in particular.
 To study the profile and Public Health care Management initiatives adopted by the administration of Jalgaon
District.
 To study the efficacy of Public Health care sector Management initiatives existing in Jalgaon District.
 To study the citizen satisfaction with reference to performance of Health care Management at Jalgaon district.
 To identify Health care planning & Health care Management areas requiring attention and focus to reduce the
“Expectation and Delivery Gap” that in turn can enhance the performance of Jalgaon District Public Health care
sector.
6.2 Hypothesis:
„Public Sector Health Care services can enhance its efficacy by strategically initiatives by Public authorities.‟
Null- Hypotheses made out for substantial support of the research study.
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6.3 Research Methodology:
The standard practice of conducting social research shall be adopted as research methodology. The objectives and
Hypotheses of study shall be kept in mind to develop a supportive research methodology.
The research study is to be of Analytical and Descriptive in nature.
The study will be the combination of both desk research and field research.
The data is proposed to be collected from, beneficiaries and the organizations (supporting agencies) that exist in Jalgaon
District limits.
6.3.1 Population and Sampling:
Existing policies, rules and procedures with regards to Public Health Care Management initiatives from all departments
of the Health Care organizations/ bodies are proposed to be studied. The population will be the beneficiaries of Public
Health Care provided by Public Authorities. The sample size to be about 3500 beneficiaries spread over urban and rural
areas of Jalgaon District. The different sample will have the representation of Male and Female, literate and illiterate,
different income group and different family size beneficiaries. The Random sampling method to be adopted to have the
primary data. Apart from the beneficiaries 250 Doctors and Paramedical staff to be covered in the study by adopting
Random Sampling Method.
6.3.2 Collection of Data: Both Primary and Secondary data collected.
Primary Data: The primary data for the research collected from Beneficiaries, Doctors and Paramedical staff along with
district Administrators.
For the purpose of Primary data collection structured questionnaire, discussions and interactions used effectively.
Secondary Data:
The secondary data collected from published materials, notices, circulars and directives by various authorities by state
government and Jalgaon District authorities. Published books, periodicals, published and unpublished research reports etc
to be the part of secondary data.
6.3.3 Statistical Method:
The statistical methods like mean, weighted average, standard deviation, chi-square test, ANOVA F-test used for
interpretation of data.
Scope of the Study: The Geographical scope of study is to cover Public Healthcare units governed by Jalgaon Municipal
Corporation, Zillah Perished and State Govt. in Jalgaon District - Maharashtra.
The time scope of the study to be 2000 to 2011
7.0 Significance of Study:

The current study provide the much needed information about the efficacy of Public Health Care Governance and the
fulfillment of expectations of beneficiaries with regards to Public Health Care.
This study highlights the various factors influencing the level of satisfaction of beneficiaries and to identify the areas of
improvements and measures to be taken for increasing the level of beneficiaries‟ satisfaction.
Basic objective is to develop the Healthcare planning & Healthcare Management initiatives which will be of importance
to enhance the quality Public Healthcare sector in Jalgaon District. The study is an attempt to invite attention of
Healthcare Management governance to significant areas which can significantly enhance the efficacy of Health
Management in the Jalgaon District.
8.0 Reporting of the Study:

8.1 Health Outputs:
8.1.1 Child Mortality:Infant Mortality rate ( IMR) and maternal mortality rate (MMR) continue to remain way above
the traget as set in the Eleventh Five Year Plan.A decline trend with rural-urban convergence –yet IMR is well above the
MDG target.
8.1.2 Under five mortality Rate:( U5MR) Under five children in poorer states face greter risk of mortality.
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Death rate: Better healthcare reduces death rate.
8.1.3 Sex Ratio:The sex ratio is indicative of the composition of the population . It is defined as the nubmer of female
per 1000 males.What is striking is that India has a female deficit for a long period of time . India has worst sex ratio
among the Asian nations and declining child sex ratio.The overall sex ratio declined from 934 in 1981 to 927 in 1991
then increased to 933 in 2001.However ,this is still below the 1981 level.The partial good news is that the sex ratio
improved slightly between 2001 and 2011 from 933 to 940.
8.1.4 Reproductive and Child health (RCH) programmes aims at ensuring safe motherhood and improved child health,in
addition to raising contraception prevelence rate (CPR) . The performance of the health outcome indicators like
(IMR,U5MR),maternal mortality (MMR) ,death rate and other indicators ,srucially depend on the efficinecy of RCH
progrmme. For instance if woman deliveries took place at a medical institution ,rather than at home ,it would ensure
better health for them as well as the newbourn.Similarly ,the prevelance of contraception and number of antenatal visits
are indicative of the healthcare reources availble to woman,which would contribute to their health and
empowerment.Vaccination received by children would help reduce not only the disease burden amongest children ,but
also child mortality.
8.1.5 Place of delivery: A rise in institutional deliveries post NRHM (National Rural Health Mission) and JSY (Janani
Sureksha Yogena).The place of delivery is crucial in determining the maternal health status and is a good indicator for
assessing the demand for the public health system. A large proportion of Indian woman ,particularly in rural area , do
not go to an institution for their deliveries. This is a major reason for high maternal and neonatal mortality in rural
areas.In order to address health related issues, such as instititional deliveries ,existing in rural area ,the Government of
India launched the NRHM in April 2005.The main aim of NRHM is to provide accessible, affodable, accountable,
effective and reliable healthcare facilities in the rural areas of entire country, especially to the poorer and vulnerable
section of the population.
8.1.6 Janani Sureksha Yogena (JSY),an intervention under the perview of NRHM ,aim at reducing maternal and
neonatal mortalilty by increasing institutional deliveries for BPL( Below Proverty Line) families.Under this scheme ,the
benefiacries receive cash incentives immediately after the delivery.Only 31.9 millions woman have so far been covered
under JSY.As of March 2009 ,institutional deliveries as a percentage of total reported deliveries stoof at 78 percentage.
However, the third common review of NRHM shows that after delivery mothers remains in institution s for less than
hslf a day in most cases and the quality of care also needs to be improved.With respect to process indicators ,Not even
50 percent of Indian woman have institutional deliveries and less than half of the childern undergo vaccinations.
8.1.7 Antenatal Care (ANC) : Coverage remain low.Woman in India suffer when they do not avail / access healthcare
service during pregnancy. In 2005-2006, while more than 70 percentage had at least one ANC visit, the proportion of
pregnant woman who had more than three or more ANC visit was much lower.This refelcts insufficient care provided to
the preganant woman and unbourn child. Three or more antenatel care visits are received by only a little over half of all
pregnant woman in 2008-2009.
8.1.8 Vaccinations of childrens: Rise in imminisation among children overtime, but not even half the children are fully
immunised. To access the percentage of children receiving vaccination ,the report has focused primarily on the best case
and the worst case.The perscentage of children receiving all vaccinations reflects the best case and the percentage of
children no vaccination the worst case scenario.
8.2 Health Inputs
The government of India‟s vision for health involves achieving good health ,especially for poor and the underprivileged
and paying special attention to the needs of the marginalised.Accompalishing this task depends crucially on the
circumstances and availability of health infrastructure as well as finacial and human resources.
8.2.1 Healthcare Expenditure: Expenditure on health as a percentage of GDP in India is below South Asia and
Africa.Share of public expenditure in total health expenditure remains constantly low in India at one percent of GDP.
Share of private expenditure in total health expenditure in India is high at 72 percent compared to 20 percent in Bhutan
and 53 percent in China.The National Health Accounts (Government of India 2009c) reveal that the total health
expenditure in India was only 4.25 percent of the GDP. Of this, the share of public expenditure was 0.84 percent ,the
share of private expenditure was 3.32 percent and the remaining minimal share was external flows.
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8.2.2 Insurance ;Public and private insurance schems cover barely 11 percent of the population (Gol 2006) .
8.2.3 Health Infrastruture :Lack of Health Infrastructure in the country; Compared to 30 hospital beds per 10,000
population in China,India has nine.
8.2.4 Sanitation and Driking water: Access to improved sources of drinking water in India better than South Asia but
there is a lack of sanitation facilities.About half of the Indian households still lack access to sanitation facilities.Around
two third s of rural households do not have toilets. In 2008-9 therewere many states in which the proportion of
households with taps as a source of drinking water was much above the national average of 45 percent.
8.2.4 Human Resources : Despite an increase after the inception of NRHM ,the shortage of Doctors and paramedics
persisit.India has six physicians per 10,000 population compared to 14 in china.Auxillary Nurse Midwivws, Nurses ,and
other Health workers in short supply.The input indicators continue to remain insufficient,despite a comendable increase
in human resources brought over by National Rural Health Mission ,many health centers still do not have doctors / nurses
in place.There is shortage of primary Health Centers (PHCs), Community Health Centers (CHCs) and Sub Centers. The
expenditure incurred on healthcare is extremly low by international standards ,as well as unmet needs of the population.
9.0 Reports
The Qualitative Analysis is reported in popular style of reporting while Quantitative Analysis in technical form of
reporting.
9.1 Charactristics of respondent in rural ares
9.1.1Age wise (%):
30
25
20
15 Series3
Series2
10
Series1
5
0
1 2 3 4 5 6 7 8 9
AGE
9.1.2 Sex wise( % ):

SEX Male Female
, SEX
,
, Male
, Female
_________________________________________________________________________________________________
9.1.3 Education in Schooling ( % ) :
Education
10 & above
6 to 9 Illiterate
Illiterate
1 to 5
6 to 9
10 & above
1 to 5
9.1.4 Matial Status (%):

Martial Status
90
Percentage 80
70
60
50
40
30
20
10
0
Unmarried Married Divorced Separated

Martial Status
Martial Status
Data Analyses of Patient

Received data is analyzed by interviewing people & by taking feedback from questionnaire.The analyzed data is then
presented below in the form of pie charts.
1. RATE OF STAFF MEMBERS OF 2. ARE YOU COMFORTABLE

RECEPTION IN TERM OF WITH THE LANGUAGE THE USE
POLITENESS? WHILE COMMUNICATING?
0
20 18 12
28 VERY GOOD VERY GOOD
GOOD GOOD
AVERAGE AVERAGE
POOR POOR
52 70
_________________________________________________________________________________________________
3. RATE OF STAFF MEMBERS IN 4. RATE OF SAFETY MEASURES
TERM OF INFORMATION OF HOSPITAL.?
PROVIDED TO YOU BY THEM?
2
2
16
24 VERY GOOD
22 VERY GOOD 32
GOOD
GOOD
AVERAGE
AVERAGE
POOR
POOR 50
54
5. RATE OF SPIRITUAL PLACE IN 6. RATE THE TREATMENT GIIVEN

HOSPITAL TO YOU BY THE STAFF MEMBERS.
0 0
16 18 16 18
VERY GOOD VERY GOOD
GOOD GOOD
AVERAGE AVERAGE
POOR POOR
66 66
_________________________________________________________________________________________________
7. RATE OF PRIVACY LEVEL OF 8. DOES THE HOSPITAL STAFF
PATIENT IN THIE HOSPITAL. TAKE YOUR CONSENT BEFORE
ANY INVESTIGATION?
2
4 12
VERY GOOD
38 GOOD
YES
AVERAGE
NO
46 POOR
98
9. HAVE YOU EVER CROSS 10. RATE OF WAITING TIME IN

CHECKED YOUR MEDICAL OPD, PROCEDURE,ETC.
RECORD WHETHER
RIGHT/WRONG
6
18
VERY GOOD
34 GOOD
34
YES AVERAGE
NO POOR
66 42
11. RATE OF CLEANLINESS OF 12. RATE OF CONVENIENCE OF

HOSPITAL PREMISES. CENTER'S LOCATION.
0 2
18 18 16
26 VERY GOOD VERY GOOD
GOOD GOOD
AVERAGE AVERAGE
POOR POOR
56 64
_________________________________________________________________________________________________
13. OVERALL SATISFACTION IN TERM
OF SERVICE PROVIDED.
0
14 14
VERY GOOD
GOOD
AVERAGE
POOR
72
10.0 Management policies.
10.1 Media: The encouragement of all people to the mission Health for all by 2020 is also job of media and
advertisement which will focus the eye on the subject matter for required discipline and promoting people for their
valuable suggestions for improving policy during next 10 years. The modern tools for advertisement are to be use to
attract people for their health benefits as well as various affordable services available to them. Health club and
Meditation centres are to be promoted at free of cost, so that common citizen will avail benefit of it. All employers
should take part of this mission to motivate all employees working in their organisation with necessary health care tips,
medical facility and arranging training to their employee as well as their family to up date their health status.
We are sure that Government of India will take all necessary steps for developing policy, for provisions of health to
child and to all disease where help require to citizen of India. During this process we are sure, India will be one of top
most leading country in the world in Health care sector, and Challenges for strategies for Human Resource Management
for International competitiveness,
will also be achieved.
10.2 Education and Research:

For management of all this, require additional force of qualified Health care professionals. Universities should take a
lead in providing qualified management people in health care discipline. Degree like Health care Science specialisation
at master degree of Management will also help government to cater the need of situations.
The research for various management areas in relation to health, throughout the India is also in need. As in India various
research area available at various regions which will helpful to compile and cater the need of the subject. The Health
Ministry should sponsor such types of research work so that researcher will be attracted to collect the primary as well as
secondary data for interpretation for developing policy.
10.3 Medical Tourism:

The India is having potential hub for technocrats in all branches. As on today Heath tourism and Dental tourism is
increasing to attract the patients from other countries. Such type of Health tourism require boost to increase the pool of
Doctors, Health care professionals and Hospitals. The economy of India will also grow by such way by catering the help
to other people in world by cheapest treatment. In India cost of medical treatment is lesser than other country, so that
patients from other country offered to visit as well as have a medical treatment along with tourism.
_________________________________________________________________________________________________
Hospital on wheel i.e. mobile Hospital concept to be gear up for helping all patients in various areas. Health for all by
2020 demands, easy treatment to all people at affordable rates. Rural people also expect the free treatment from
Government, just like immunisation of polio, Malaria, smallpox Government should make compulsory to each Doctor to
visit and arrange free medical camp at all rural area. Frequency is to be decided by Government. Government should up
date the provisions of all dispensaries right from PHC of rural area.
10.4 Human management

Human Management will be the initial priority of recent competitive world. Availability of human resources and other
resources need in depth study to meet the Challenge “Health for all by 2020”. Human management starts at the prenatal
stage and end up to last stage of life. Initial challenge will be „Not a single child will bourn with any deformities and
death rate within one month of date of birth is to be reduced drastically.‟ It should be the voice and efforts of all health
care professional.
In rural area health care services are poor. As child is also citizen of world, he/she should be having equal treatment as
that of adults. As child can not communicate as adults, it is the prime responsibility of all of us, to give more attention for
his physical health, mental health and psychological health. Government organisation should develop such type of
mechanism which will give services to child with at most care to all classes irrespective of income group, cast and
religion. The disparity at the time of birth is to be consider, the expenditure in rural area and urban area is to be noted and
gap between services to be minimise by improving the functioning of hospitalisation and trained Health care
professionals and workers.
The prenatal education to be compulsory for expected couple at rural area as well as at urban area. Educational institute
who can give such type of health care services need to be motivated in right prospective for generation of more sensitive
healthy citizen. For child development parents are also to be educated for healthy child who will develop in all
dimensions and will useful for nation and family.
Research in this area is not carried out extensively which it is required. Even some research handle it was not transfer to
rural area, people in urban area are only taking the benefit of it. Recommendation is for Health for all by 2020, if we
deserve human development, government should initiate scheme and propagate it up to rural & remote area. Planning for
policy formations and decision at each level required. In India Malaria irradiation, polio irradiations and small pox
irradiation program are implemented, in the similar line; Government of India should focus on all types of diseases
simultaneously.
Thus it will be massive work for researcher in each area, to Government for designing policy structure for
implementation, Industrial area where medicinal products are being manufactured and for doctors and healthcare service
providers. Development of additional regulations to Hospital management and for health care professionals is required,
to reduce the complications at the time of handling of patients in emergency and at operative condition. Health care
service provider should think about customer delightness instead of only customer satisfactions and customer services.
Awareness: Awareness required about how to handle medicines?, Prescription of products, Use of medicinal products,
Discloser to doctors all information about medicines as well all health related issues, Ensuring correct product procured
from registered medical store. Thus awareness campaign and training to all people is the only solution.
11.0 Limitations of the Study:

 The research work is limited to Jalgaon District only.
 The Research focus only on Public Health Care Management initiatives of Jalgaon District Public Health
Authorities. Hence, the results cannot be generalized to other Districts.
 The study to be focused only on understanding of Health care management initiatives, suggesting interventions
for enhancing the governance knowing well the efficacy of Governance is influenced by the ultimate will of the
Public Administrations / administrators.
12.0 Scope of further study:

Health study for rural segment requires further reserch work in various areas. Healthcare Service Sector is one of the
major areas which will improve the economic growth of India focusing Health for all by 2020.Awareness about health
and health care services are to be improved by educating all people.
_________________________________________________________________________________________________
13.0 Conclusion:
Enhancement in health care system will be possible by
- Placing qualified personnel expert in Health Care Management.
- University should develop different courses to generate health care professionals.
- Govt. should develop policies to cater the need of health care professionals up to rural & in tribal areas.
- Privide resourcses to strengthn the health system of rural area.
- Inventory of Medicine management to improve.
- Training to educate people in rural & tribal area need extensive efforts.
- Pharmaceutical industry should improve their facility by different accreditations like EDQM, US-FDA, MHRA,
WHO-GMP, ISO 9008:2008, PS 9000:2008, and US-FDA.
- Improvement required in infrastructure.
In addition, there are areas which require exploration and thought.
Firstly there are various single / disease programs that often bypass the need comprehensive public health system.
To implement these, it is suggested that health services are monitored along with the accompanying aspects like
water safety, solid waste management, and sewage .this would help to strengthen the environmental health
services.
Secondly, considering the performance audit of NRHM BY Controller and General of India (CAG) of India, there is
need for timely community health planning and monitoring, from state level.
Thirdly needing attention is the severe under funding of health sector that adversely affects the capital investment in
public hospitals.
The Government intend to raise public expenditure on health from the present 1 percent GDP to around 3 percent.
Through India is moving in the right direction in terms of improving the health status of its populace, the
present pattern and pace would male it difficult for India to achieve its MDG targets by 2015.
14.0 References:
 C.R.Kothari (2005) Research Methodology : Methods and Techniques, New Age International Pvt.Ltd., New
Delhi
 Established books and Journals in the subject of Research Methodology.
 Published and unpublished material relevant to research study.
 Health Administration by Dr. Ashwini Kumar “Health Administration”2007
 Prakash Kaniva “Legal aspects of Health Care Administration”2007
 Goel SL. Public Health Administration, Sterling Publication 1968, S.P.Gupta, “India Vision 2020”, 2002
 W.H.O. [1997]: Health Situations in S.E. Asia Reagion-1994-1997: SEARO, New Delhi.
 Drugs and Cosmetics Act 1940.
 Vision of Dr. A.P.J. Abdul Kalam
 www.who.int/alliance-hpsv/en “Alliance for Health policy and System Research.
 Dr.Ashwini Kumar “Health Administration”2007
 G.S.Kelkar, “The emotional world of the fetus”, “Birth Psychology‟ A prenatal project of India, Manashakti
REST [Research Education Sanatorium Trust] New way, Lonavala, Pune.2002
 Carrera P. “Medical Tourism”, in Health Affairs,2006
 TNAI. “A community Health Nursing Manual” 1989,
 Prof. Thomson “The impact of global process on health system in Europe” 7 th Oct.2010. Research paper.
 Guidelines for US-FDA, MHRA, EDQM, ISO ,WHO
 www Health for all 2020
_________________________________________________________________________________________________
"Is Post-Appraisal Weeding good strategy?"
Dilip Thosar
MIT College of Management, Pune
_________________________________________________________________________________
Abstract
Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-
performing manpower, with the strategic intent of increasing their performance capability and competence.
The genesis of this practice lies in the "20-70-10 principle" which states that the top 20% of workforce is
productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the
annual appraisal, the head of every business team within the organization is asked to classify his/her team-
members into top, medium and bottom performers. Those in the bottom bucket are asked to resign.
This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no
evidence of the expected theoretical result of a continuously improving high-performing business unit. Even short-
run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious
employee-engagement among residuals, with consequent burn-outs and reduced productivity.
The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and
industry leaders decry it as inappropriate. Yet, paradoxically, it is followed in many progressive organizations.
Why would organizations waste resources on a process that is detrimental to their own strategy?
To understand the practice and the factors behind this apparent paradox, existing literature was studied and
HR/Operations leaders were interviewed, and the qualitative content garnered was collated.
This paper explores this issue conceptually, studies its impact perceived by practicing HR managers and defines
conditions under which it works successfully.
Introduction
The primary mission of any professional corporate manager is to maximize the shareholders' wealth. Optimizing
manpower costs by pruning unproductive manpower will work towards this mission. This requires implementing the
process of forced-exits to eliminate unproductive manpower. Every implementation of this process has run into severe
criticism by posterity of all hues: internal employees, ex-employees, suppliers, customers and the public. HR
functionaries express intense unhappiness, lack of internal conviction and therefore severe stress at having to be the
hatchet-man.1 They have to convey the bad news appropriately so it does not damage the organizations reputation.
Despite this, industry leaders prognosticate a growth of this practice and its acceptability in the foreseeable future 2.
This paper explores whether practice of forced-exits work towards or against the stated mission.
Methodology
A study was done of research papers, trade-magazine publications, blogs, and news articles pertaining to the subject.
Senior personnel in HR, Operations and top management were interviewed to cull their experiences and opinions on the
working of the forced-exits policy.
Some detail was focused on the commentary by practitioners on the book 3 and the book itself by Jack Welch (reference)
which first published the principle of forced-exits based on relative-grading.
Perspective
The Implicit Social Contract between Employees and Employers: In the traditional model of employment, Longevity
(perpetuity) of service was an essential part of the commitment mutually made between employer and employee. The
bond was expected to be lifelong, sometimes, spanning generations. This was sustained for generations, leading to the
social reality of castes, slavery and feudalism. The stability and sustenance of the system has withstood the ravages of
time over centuries. It provided a predictable and hence stable model of social engineering by systematizing the criteria
and definitions of how individuals were to contribute their work to societal organizations like an army, a field, a village,
etc.
In recent times, the relation between an employer and employee has been explicitly defined into legal covenants in the
law of the land. Independent India saw various labour laws mostly attempting to protect Labour (employee) against
_________________________________________________________________________________________________
unfair treatment by Capital (employer). This reflected the desires of the fathers of the nation in terms of what they
thought should be the social employment contract. However, free India (and the world in the later twentieth century) saw
labour and capital getting more aggressive in exerting their rights to re-define the contract in practice, often in variance
with the laws. The liberalized economic context saw the strength of the bond between employers and employees become
very weak, almost reduced to a "contract", contracts that focused on the very short term, and based on mercenary quid-
pro-quo theme.
In recent history, employees choose their employers and feel free to "leave" an employer to work for another. The
practice is now socially accepted by employees, employers and society at large. Employers also have started to choose
freely to "let go" employees and choose others in replacement. We term this as "forced exits" in that the employee does
not choose to leave, but is forced to by the organization.
Forced Exits
Employees who break the code of ethics of their employer organization would get thrown out, as an example to others to
conform to the ethic. However, these are exceptions, while as a practice, periodically, some employees are identified and
forced to leave the organization. Initially it was older people that started getting thrown out (with sweeteners like VRS),
to be replaced by younger people who were expected to perform better being physically more capable and trained on the
latest (current) ways of business.
Labour Unions, by virtue of their unity, were able to regulate the number and decide who would face a forced exit.
With formal performance appraisal methods getting adopted, the criterion for forced exits changed to low performance
compared with the KRA/KPIs defined in advance.
Finally, the practice got a new dimension with corporate HR following unquestioningly the paradigm of relative
performance, popularized by Jack Welch, of post-appraisal forced exits of those on the lowest rung performance
compared with others in the organization.
The Employer-Employee Relation
The relationship between an Employer and an Employee 4, as classes of people, is mutating strongly over the last few
decades. The classical description of the relationship derives from the two main drivers of business: capital and labour.
An employer contributes the capital and the employees contribute the labour, so as to build and grow the business and
share the gains from the same. It must be noted that the now historical form of workers: Slavery, does fit in the classical
definition of Labour, since in that case, Capital owns the worker, thereby making Workers then synonymous with
Machines in current times: they do the work, draw only sustenance, are driven and have no option to decide on what they
should do. Slavery therefore is not Labour in the classical socioeconomic definition.
Armies have often enlisted men (people) and remunerated them. However, this forms a grey area: at times, the enlistment
was mandatory by law. In that case again, the work done by the soldier (even with monetary remuneration) for the
"business" of securing his country is not Labour in our definition, since he too is like a machine detailed to do the job
without a choice of choosing the job or the employer.
Contract Labour is taken for executing a particular time-bound task, and is remunerated for doing a specific piece of
work, based on an explicit pre-stated contract. Businesses have a different structure of compensation for employees than
contractors. Any long-term benefit is simply absent in the contractor's agreement and the payments are subject to
performance of only contracted work. Labour as Employees have a longer-term social contract with Employers.
Employees are expected to perform specified kind of work to the degree required, but also "grow" with the organization
in terms of their kind of work and remuneration.
The mutual commitment of a specific Labourer (provider of labour) and a specific Capitalizer (provider of capital) has
been long-term in early days since the industrial revolution. Families owning businesses provided capital to it for
generations without selling any equity off. A Labourer stayed with an employer for life and even over generations (see
reference Tata Steel). A specific Labourer remained committed to a specific Capitalizer in running a business. The rise of
equity trading in markets led to the commitment of Capital getting short-term. A Capitalizer to a given business can
simply walk-away by selling off his shares to someone who then becomes the capitalizer. Emergence of a job market saw
the commitment of Labour getting short-term. It should be noted that in these cases, it was always the quitter who
decided to quit, and there was no forcing either a Labourer or Capitalizer to quit the business.
A Capitalizer is never forced to exit the business by Labour, but a Labourer may be forced to exit (against his wish) by
Capital, albeit through specialized Labourers called the IR or HR function. The Board appointed by Shareholders, and the
Management appointed by the Board and senior Management are bound to the mission of maximizing the shareholders'
wealth (gain for Capital) by the Agency principle implicit in every corporate organization structure. Therefore, a
_________________________________________________________________________________________________
Labourer (who may be a junior artisan, a supervisor, a senior manager or a member of the Board itself) can, and is, asked
to exit the business by Capital.
The will of Capital, which is the management's mission, is assumed to be maximizing the shareholder's wealth, so
whenever a Labourer is expected to go counter to this will, his association with the business is terminated. This is Forced
Exit in current practice.
Historical Precedents for the forced-exit policy
The Roman Army followed the practice (then called "Decimation") 5 of eliminating the worst tenth of their numbers
periodically.
Hitler's army carried strong conviction6 in his belief that the worst of humans must be eliminated so as to improve the
human race.
Jack Welch's strong recommendation of what he called differentiation part of which was the practice of throwing out the
bottom 10% of his workforce every year, in order to have only the best in his companies. In recent times, this book seems
to have triggered significant acceptance of the relative-rating and forced-exits among most major corporations (e.g.
Stack-ranking7 in Microsoft).
Criteria for forced exits
The process of checking if a Labourer would be going against the mission of shareholder's maximization, is built into the
process of periodic Performance Management Appraisal. As a result of the Appraisal process, Labourers are checked on
specific parameters (that may vary from business to business). Based on the interviews done, the following emerge as the
top criteria for marking Labourers on the "red list" for forced-exits:
1. Alignment with Business
This is defined as the extent to which the specific skills of the employee would generate revenue and profit, essentially,
wealth for the shareholder. Skills that do not "match" expected business are redundant and their bearers would be on the
red-list. In any services industry, this is the deployability of specific skills available with a Labourer in satisfying the
customer's requirements. E.g. A Java programmer may be deemed as mis-aligned in a company where the projects to be
executed next year do not envisage any requirements for Java work.
2. Performance
This is defined as per the Performance Management System in effect at any organization. The evaluation is measurement
of actual performance compared with pre-defined expectations. Predefined expectations may be:
a. KRA(Key Result Areas)
b. KPIs (Key Performance Indices)
c. Quantitative targets (e.g. Rs. 1 crore of Sales, 20 days of Accounts receivables, 25% profitability)
d. Expected Profile parameters to be displayed (e.g. team player, innovative, motivator)
The evaluation results in the Labourer getting ascribed a "level" typically part of a 4 or 5-level system, where the higher
level (5) means best and 1 means worst, compared with the expectations.
Some organizations also map a similar level of "potential" of the Labourer. This measures the expectation of his ability to
grow into a higher role or a different job. See diagram8 here. Typically each employee is slotted into a slot in a matrix
mapping Potential in
The process of checking if a Labourer would be going against the mission of shareholder's maximization, is built into the
process of periodic Performance Management Appraisal. As a result of the Appraisal process, Labourers are checked on
specific parameters (that may vary from business to business). Based on the interviews done, the following emerge as the
top criteria for marking Labourers on the "red list" for forced-exits:
1. Alignment with Business
This is defined as the extent to which the specific skills of the employee would generate revenue and profit, essentially,
wealth for the shareholder. Skills that do not "match" expected business are redundant and their bearers would be on the
red-list. In any services industry, this is the deployability of specific skills available with a Labourer in satisfying the
customer's requirements. E.g. A Java programmer may be deemed as mis-aligned in a company where the projects to be
executed next year do not envisage any requirements for Java work.
_________________________________________________________________________________________________
2. Performance
This is defined as per the Performance Management System in effect at any organization. The evaluation is measurement
of actual performance compared with pre-defined expectations. Predefined expectations may be:
a. KRA(Key Result Areas)
b. KPIs (Key Performance Indices)
c. Quantitative targets (e.g. Rs. 1 crore of Sales, 20 days of Accounts receivables, 25% profitability)
d. Expected Profile parameters to be displayed (e.g. team player, innovative, motivator)
The evaluation results in the Labourer getting ascribed a "level" typically part of a 4 or 5-level system, where the higher
level (5) means best and 1 means worst, compared with the expectations.
Some organizations also map a similar level of "potential" of the Labourer. This measures the expectation of his ability to
grow into a higher role or a different job. See diagram8 here. Typically each employee is slotted into a slot in a matrix
mapping Potential in
levels from Low to High on one axis and Performance in levels from Low to High on the other. E.g. For a 3X3 matrix,
the 9 baskets are (1,1) to (3,3).
Employees in the bottom bucket (lowest performance or (1,1)) are typically taken on the red-list. See attached diagram
3. Mergers and Acquisitions
Significant redundancy is created in the acquired company or a merged company, with people from both companies
manning similar functions. To drive the advantage of synergy, employees of the acquired company would typically be
put on the red-list. In these situations, the criteria for selecting the persons to force-exit may not be as per the earlier two
key criteria for ongoing red-listing.
4. Significant Downturn in Business environment
Over longer periodic cycles, or due to uncontrollable external factors, industry anticipates a crunch in the market
demand, and HR is tasked with immediately downsizing the organization's manpower to bring it on level with the
expected business. E.g. Immediately as Financial Meltdown became visible globally, HR managers (presumably on cue
from their CEOs) froze recruitment at all levels, and put significant numbers of existing manpower off their employment
assignments. This can be viewed as a very large scale, one-shot "alignment" matching.
Curve Fitting
Jack Welch evangelized the concept of "Vitality Curve", also termed the "20-70-10" policy. Here the appraisal must split
the manpower into three buckets based on their relative performance. The top 20% to be pampered and exploited, the
"vital" middle 70% to be rewarded and motivated, and the bottom 10% to be put on the red-list. If a population is
measured on any parameter (performance here), and the bottom 10% thrown out of the population, the average of the
_________________________________________________________________________________________________
population would naturally move up. The depleted numbers need to be simply replenished with people better than the
ones that exited.
This concept was taken as gospel commandment by many corporate HR chieftains. They implemented the policy of
relative performance appraisal (e.g. the "Stack-ranking" in Microsoft), and a practice they called "curve fitting". The
normal probability distribution curve9 expects that in an organization where a large number of people are appraised, the
frequency distribution of the appraisal ratings would be the normal (Gaussian) distribution. So, the number of people
rated less than (u-2o) would be 5% of the total. While 3o is the minimum quality requirement put up in production and
service quality systems, 2sigma seems strict enough in the sociological context of performance appraisal of employees.
Many organizations therefore keep the red-list designed to number upto 5% of the appraisal-time strength of the
company. The 20-70-10 rule requires this to be 10%. If everyone in the company were applied an equivalent yardstick for
measuring performance, and if the number of ratings into which the final appraisal would result was large, the
performance rating frequency chart would presumably look like a normal curve.
In reality, the baskets are very few (typically 4 or 5) and there is a diktat in the Performance Management System itself
that requires every appraiser to put specified fraction of their appraisees into each basket. The fractions are designed to
create a final distribution that looks like the normal
curve. This is called "curve fitting" by HR personnel. The diktat thus forces managers to appraise their appraisee set to
comply with the specified basket-fraction structure. E.g. A manager with say 50 people, under the 20-70-10 rule would
be forced to rank 10% i.e. 5 of his appraises into the bottom bucket.
Many times, this diktat is applied to even small groups. Managers of small groups often see most of their team-members
as performing well, and therefore resent being forced to throw out a certain percentage of their people. An entire group
not aligned with the business needs to be "thrown out", but implementation lands up keeping most of its members. The
diktat should be applied to only large groups to make sense statistically. Few corporations see this and effect the relative
performance only after the appraised group exceeds a certain large size (eg.100).
Replenishment of Forced Exits
If the Forced-exit of lowest performers is not followed by an equally stringent replacement policy, the objective of
increasing the organization's performance levels is not met. Most organizations interviewed reported that recruitment is
done on independent absolute criteria, not comparative with the exits. Assuming a random distribution of the variance
between the exits and replacements, the organization would not gain at all.
In external hires, awareness about the work-context of the new employer is bound to be low. In current times, most jobs,
especially in supervisory and managerial roles, require knowledge of the organizational context very significantly. Thus
external hires are bound to perform, for a sizeable period, at levels inferior to the exits that they replaced 10. The new hires
are also taken in at costs higher than the exits replaced.
In practice, the incumbent who force-exited is found to be better performing than the replacement 11. In addition, there is a
severe direct financial cost of forced-exit (exit bonus) and replacement (recruitment costs, joining bonus and higher
salary for the same job). From this viewpoint, Forced-exits seem clearly to be depleting the shareholders' wealth.
Morale and Performance of retained manpower
_________________________________________________________________________________________________
By design, the policy of forced-exits creates tension among the manpower, which keeps them on their toes, performing at
or beyond their capability to prevent themselves from getting on the red-list. However, in practice, it rapidly assumes
undesirable levels and leads to burnouts, internecine internal competition and disengagement with the organization. It
also damages the image of the organization as a "great place to work", that HR likes to advertise, making them lose their
credibility too.
The following problems are reported to flare up into being part of the culture of the organization 12:
1. In-family competition instead of with external competition in service of customer
2. Continuous panic in everyone's mind dropping performance
3. Sabotaging or not supporting colleague's work
4. Good people thrown out. Recruits of highest standard leading to a top-class organization, with the bottom few
percent being thrown out by policy.
5. Focus on short term rather than on innovation/strategic work. E.g. Seeking visibility with seniors lead to inefficient
processes and infirm teamwork.
6. Calender plans of people revolve around appraisal reviews than making better products or services
In certain cases, relative grading is reviewed by a committee of managers at one higher level, horse-trading between
supervisor groups results in unhealthy politics.
In total, the culture changes to reflect criterion of performance at a divergence with the shareholders' interests.
Acceptance of the Forced-Exit practice
Despite the published resistance to the paradigm, it continues to be used and grows in its acceptability by every
stakeholder in the corporation as well as the general public. Forced tanking/Bell curve" is a significant use for PMS,
expected to only grow more (see ref on PMS in Indian IT)
Emergence and maturing of the job-markets is eliminating the difference in the relations employees and contractors have
with their employer business. Employees forced to exit seem to get replacement jobs or get into a pure
contracting/consulting mode. This way they simply accept the practice.
Organizations do not have any system to measure the efficacy of the process of relative-grading based forced-exits.
Replacement processes never keep the criterion of getting better-than-exit replacements that is required to achieve the
objective. HR personnel simply implement a forced-exit policy with relative-grading as routine, more as a ritual,
believing it improves the organization performance levels. They echo apparently without understanding banalities like
"we are not here for charity" as they axe the bottom few percent every quarter or year, without a clue of whether this
process will really achieve its desired objective. There is no calculation done whether to retain and retrain workers not
"aligned" to expected business in short-term, or making them go, would work towards the corporate mission of
shareholders' interests. This way they accept the practice. With both employers and employees accepting the Forced-exit
with relative-grading practice, it is now the norm of the market, which will be sustained and will only grow in its impact.
That is how business leaders see it.
Impact on Shareholders' Wealth
How can the impact of this practice on shareholders' wealth be measured?
Practitioners define two such variables 13 that are measurable and indeed measured by audit processes in most
corporations:
1. Manpower Utilization (defined as the fraction, maybe weighted by the salary costs, of the employees in Operations
that are directly productive or "billable" in service sector)
2. Profit or turnover per employee
The first parameter is directly controlled by the forced-exit practice as implemented with the "alignment" criterion. This
is fully supported with an absolute performance rating (billable or not), and gets damaged significantly with a relative
performance rating (the few percent of all who are lowest in their billability).
The second parameter however is far more strongly affected by many other factors, both internal and external, and hence
cannot be seen as measuring the impact due to the forced-exits practice.
_________________________________________________________________________________________________
The impact of collateral damage of the practice (unhealthy tension, internecine internal rivalry, focus diversion from
innovation and customer-centrism) is very difficult to measure. However, the combined effect is significant at a strategic
level, probably even to drive the corporation from heights to death 14.
Conclusion
The effect of the forced-exit policy on the shareholders' wealth is good in the short-run if applied with the absolute rating
paradigm, preferably on the alignment criterion rather than the performance criterion. Applying this with the relative-
grading paradigms detrimental to the shareholders' wealth in the medium and long term.
Most interviewees being practising managers at corporate companies, specifically asked for names of their company and
their selves, not to be disclosed in direct reference to any statement made in the paper. Hence the profiles and names of
companies are shown listed together. Profile designations: HR Heads, Program Manager, Delivery Manager, Chairman.
Companies discussed: Microsoft Inc., Persistent Systems Ltd., Cognizant Technology Solutions Ltd., Synechron
Technologies Pvt. Ltd., T-systems Pvt. Ltd., Syngenta India Limited, L&T Infotech Ltd., Hindustan Unilever Ltd.,
Vodafone India Ltd., Mentor Graphics Corporation, MWH Global, Hexaware Technologies Ltd., TeamLease Services
Pvt. Ltd.
Bibliography
1. The Case For 20-70-10 Jack Welch, Suzy Welch, October 01, 2006 http://www.businessweek.com/stories/2006-
10-01/the-case-for-20-70-10
2. "The Vitality Curve: Dare to differentiate people": Jack Welch; www.LeaderExcel.com
3. "Reactions to Different Types of Forced Distribution Performance Evaluation Systems" Brian D. Blume, Timothy
T. Baldwin, Robert S. Rubin; University of Michigan. Published online: 5March 2009 Springer Science+Business
Media, LLC 2009
4. "Where Jack Welch Got It Wrong - The Mandatory, Annual Low-Performer Cut" Michelle Malay Carter
February 12, 2008 http://www.missionmindedmanagement.com/where-jack-welchgot-it-wrong-the-mandatory-
annual-low-performer-cut
5. "The folly of forced rankings" http://news.cnet.com/2009-12-950200.html reprinted from strategy+business, a
quarterly management magazine published by Booz Allen Hamilton www.strategy-business.com.
6. "Performance Management System Design, Implementation and Outcomes in Indian Software Organizations: A
Perspective of HR Managers": Anupriya Singh (Lai Bahadur Shastri Institute of Management, Plot No. 7, Sector
11, Dwarka, Delhi 75, India. E-mail: anupriya@lbsim.ac.in, anupriyasingh@yahoo.com); South Asian Journal of
Management, Volume 19, no.2
7. "A Crack in the Bell Curve" Dori Meinert, HR Magazine April 2012
8. "Microsoft's Lost Decade" : Kurt Eichenwald; Vanity Fair, August 2012
http://www.vanityfair.com/business/2012/08/microsoft-lost-mojo-steve-ballmer
9. "Four Major Flaws of Force Ranking" Nicole Jue; i4cp July 16, 2012; http://www.i4cp.com/productivity-
blog/2012/07/16/four-major-flaws-of-force-ranking
10. "Corporate Parasites, Evolutionary Management", September 12, 2009
http://www.eldaruniversity.com/2009/09/jack-welch-bell-curve-performance-reviews-and-theevolution/
11. "Forced Ranking Behind the Scenes" Dick Grote. Across the Board Magazine December 2002, Grote Consulting
www.GroteConsulting.com
12. "Bell curve appraisal in Infosys IBM, Cummins" Aam Janta, 17April2012,
http://bellcurver.blogspot.in/2012/04/bell-curve-performance-appraisal-of.html
13. TCS's performance appraisal system http://tcsway.wordpress.com/facts1/facts-2-2/ courtesy
http://www.itcompaniesinindia.net http://en.wikipedia. org/wiki/Vitality curve
14. "Is your organization in alignment? Identifying & Fixing Performance Gaps" : Terry Mckenna (Employee
Performance Strategies, Inc. (Eps), Alexandria, Va, USA. 910.458.5227 Orterrym@Eps-I.Com):
www.tobaccoretailer.com
_________________________________________________________________________________________________
15. "Too Good To Be Trusted? Relative Performance, Envy And Trust": Jennifer R. Dunn (Wharton School,
University of Pennsylvania, 500 Jon M. Huntsman Hall, Philadelphia, PA 19104) and Maurice E. Schweitzer
(Wharton School, University of Pennsylvania): Academy of Management Conference 2004
16. "Parallelism in Information Production: Moral Hazard and Relative Performance Evaluations": Peter Bogetoft
(DASY, Copenhagen Business School, Julius Thomsens Plads 10, DK-1925 Frederiksberg C, Denmark);
MANAGEMENT SCIENCE/Vol. 39, No. 4, April 1993, The Institute of Management Sciences
17. "Executive Compensation, Strategic Competition and Relative Performance Evaluation: Theory and Evidence":
Rajesh K Aggarwal and Andrew A. Samwick; The Journal of Finance Vol. LIV No. 6, December 1999.
18. "A simple explanation of the relative performance evaluation puzzle": Celentani, Marco1
(marco.celentani@uc3m.es) and Loveira, Rosa2 (rloveira@ccee.ucm.es); Review of Economic Dynamics;
Jul2006, Vol. 9 Issue 3, p525-540 ISSN 10942025
19. Relative Performance Compensation, Contests, and Dynamic Incentives: Pablo Casas-Arce (Department of
Economics and Business, Universitat Pompeu Fabra, and Barcelona Graduate School of Economics and IESE,
08005 Barcelona, Spain, pablo.casas@upf.edu) and F. Asis Martinez-Jerez (Harvard Business School, Harvard
University, Boston, Massachusetts 02163, asis@hbs.edu); Management Science, Vol. 55, No. 8, August 2009, pp.
1306-1320 ISSN 00251909
_________________________________________________________________________________________________
Employee Satisfaction Study Based on Employees
Transferred From One Job Profile to Another
Prof. Karuna Gole

Email : karunagole@gmail.com
____________________________________________________________
Abstract
Employee satisfaction is a measure to understand whether employees are happy with their job and working
environment. Satisfied employees will be more likely to produce more, take less off and stay loyal to company.
There are many factors in improving or maintaining employee satisfaction which employer would do well to
implement.
The study is focused on those employees who are transferred from one job responsibility to another. Researcher
has tried to understand what type of changes he/she has to face/adapt. Factors influencing employee satisfaction
such as change in reporting, feeling of under estimating efficiency by new supervisor, future prospects, pay &
promotion etc.
While trying to understand and analyze the case few points have come to notice & which can surly be considered
by employer to understand the need of employee transferred and also give him feeling of job satisfaction by
keeping morale high.
Key words: Internal Transfer, Employee Satisfaction.
1) Introduction:
Employee satisfaction is very much essential factor in the success of any business. Job Satisfaction describes how content
an individual is with his or her job. It is relatively recent term. Employee satisfaction at work involves far more than
providing competitive pay & benefits. There are few more aspects which has impact on employee job satisfaction namely
Skills & Job requirements, Employees & Team work, Performance Evaluation, Learning & Advancement, Effective
Communication, Home & work Balancing etc.
Each & every business or employer has to find out whether his employees are satisfied with the job otherwise he has to
work on the necessary changes to make them satisfied.
The study is focused on the job satisfaction of those employees who are transferred from one job responsibility to
another. Employer has to transfer his employee from one profile to another or one department to another for many
reasons which will be elaborately discussed in the later part of the paper
2) Importance of Employee Satisfaction:

An employee who has no interest in his or her job, field or position in an organization may work with little interest
initially but slowly he/she loses the interest, hence, contribution to work reduces. Employee may continue to come to
work but his/her efforts in work will be minimal. On the other hand an employee will be entirely happy to work on a
proper profile, position & responsibilities if it is of his or her area of interest or specialization.
Once the employee is satisfied the organization/employer achieves goals or targets with the support of satisfied
employees. The growth & development of such organization becomes easier.
3) Background of the study:

Nobody likes to work in an organization where there are no growth prospects. It is possible that over a period of time
every employee will try to change his role or position from one job to another. Hence, employer keeps making
rearrangement of his manpower from one department to another, from one location to another or from one responsibility
_________________________________________________________________________________________________
of employee to another responsibility. There are basically three types of internal mobility of employee as 1. Promotion 2.
Transfers & 3. Demotions.
This study is basically concentrated on the second type of internal mobility i.e. Transfers.
4) Objective of the Study:

1. To understand how managers are expected to balance employee satisfaction.
2. To understand various factors which influence job satisfaction in case of employee transfer.
3. To understand the factors which improve employee job satisfaction in case of transfer.
5) Scope of the study:

The study emphasis on following scope:
1. To identify whether employee who is transferred is satisfied or not with that job.
2. This study is helpful to the managers to understand various factors which influence job satisfaction of
employees if they are transferred from one job assignment to another.
3. To help the organization to analyze the factor which may make employee dissatisfied in case of transfers.
6) Limitations of the study:

1. Respondents included in survey may be biased or prejudiced; hence 100% accuracy can’t be assured.
2. The study is based on personal interview method; hence, it could not be generalized.
3. Study is carried out only with the employees who are transferred & managers in HR department hence, number
of respondents are limite
Literature Review:
a. In an article about “Improve your Employees Job Satisfaction” published on www.enterpreneur.com dated 22nd
March,2001 many factors like flexible work hours, give feeling of responsibility to employees, show respect,
recognition to their work, give clear idea about their growth etc. are mentioned.
b. In an article on “Managing Employee Satisfaction in the Workplace” by Mr.John Baldoni dated 25 th June, 2010
he has mentioned managers understand an unhappy worker and organization has to understand the moves
closely. Article says organization has to make work more tolerable. Encourage alternative, think about
compensation, show outcomes and acknowledge trouble in workplace.
c. In an article in Gulf news, UAE “Survey on absenteeism in Middle East” is published on July 2 nd, 2012. It is
clearly mentioned that Low Job Satisfaction cited as a main reason for absenteeism by employees.
d. Personnel & Human Resource Management by A.M.Sharma. Meaning, purpose and reasons of Internal mobility
are clearly mentioned. There are three types of internal mobility like Promotion, Demotion and Transfers in any
organization is clearly written in the book. This helped researcher to understand the term more clearly.
e. HRM book by Saiyadain, book has definition of Employee Job Satisfaction. Various factors influencing job
satisfaction and measures for job satisfaction are written in detail in the book. The book helped researcher
analyze and understand the factors which influence the level of job satisfaction of the employees transferred
from one job to another.
While referring all the material available in books, magazines and internet it is seen that study or survey is made on
general group of employees working in different organizations. Hence, researcher has taken a specific group of
employees who are transferred from one job profile to another with any of the reasons and has tried to understand their
job satisfaction.
7) Meaning & Purpose of Transfer:

Transfer is a kind of employee movement within an organization. It is a change in job assignment or profile,
responsibility & status. In most of the cases of transfer employee moves to another job on same level of responsibility
with same level of pay.
_________________________________________________________________________________________________
In any organization Transfer of an employee takes place mainly because of three reasons:
1) Organization may transfer employee on his or her request for seeking his or her own preferences & benefits.
2) Organisation may transfer employee as requirement for effective operations or as a solution for human
problems.
3) Organisation may transfer employee to punish him/her for mistakes.
While doing internal mobility organization has to consider the employee satisfaction. In either case managers need to see
whether the employee will be satisfied by the new assignment or he/she may lose interest in job soon or later days of the
transfer.
It is observed that when employees asks for transfer from one job assignment to another he or she expects few thing like:
1) Personal growth in terms of money,
2) Change in work environment or assignment which may give more job satisfaction,
3) Getting better future prospects.
By internal mobility i.e. transferring employee’s organization can also save money which it would have spent to appoint
new employee. For which organizations would need to publish advertisements in various newspapers & magazines to
appoint new employee, training costs, interviewing time, pre-employee assessments etc.
8) Methodology:
A descriptive research design with survey method is applied in the study. The researcher has used both the Primary and
The Secondary data for the analysis of the study. Secondary data were collected from available books, articles, research
studies and websites.
An interview was designed to collect primary data. Researcher visited employees who were transferred from one job
assignment to other also met HR managers to understand the whole process and factors they considered while giving the
transfers to maintain employee satisfaction.
9) Analysis And Interpretation:

The analysis of data involves a number of closely related operations, which are performed with the purpose of
summarizing the collected data and organize them in a manner that they provide answers to the researcher questions.
The number of people who were involved in interview are limited as very few employees get transferred from their
present profile to new profile. Researcher has initial interpretation that these employees and their managers always try to
balance the job satisfaction while doing transfers.
10) Findings:
Employees are transferred from one job assignment to another or one department to another with a view that the job
satisfaction which they were getting will either be maintained or increased which will be beneficial for the organization.
While discussing the purpose of transfers of employees following information is derived. This is as under:
1) Employee Request based Transfers:

Employees request for internal mobility i.e. for transfer either to gain specific skill sets, to avoid disputes with co-
workers, to reach higher positions and get good salary hikes. Also some employees think about balancing life and work.
New assignment may be more interesting than earlier where he/she can get maximum job satisfaction.
It is found that out of total no. of respondents 40% of the transfers are done considering employee request.
We verified few points from the questionnaire to understand the satisfaction level of the employees.
_________________________________________________________________________________________________
Sr. Factors of Before Transfer After Transfer Remarks
No Satisfaction/dissatisfaction
1 Working Condition 40% of employees find it 60% of employees Employee is satisfied

satisfactory than after found it more with working
transfer. satisfactory than earlier. conditions after
transfer.
2 Job Security 55% Employees feel 40% Employees feel After transfer
secured. satisfied with job employees feel more
security insecure in their job.
3 Pay & Promotion 40% employees are 70% Employees are This being employee
satisfied. found satisfied. choice they take
initiative & perform
well. Hence, employees
expect pay &
promotion but are not
sure.
4 Encouragement & Appreciation Employees feel they get As its employee choice After transfer
average appreciation & they find it difficult to employees find it
encouragement get appropriate difficult to get
feedback or appreciation or
appreciation. encouragement in their
job.
5 Interest in job assignment Employee feels its his duty Employee takes In later case employee
to perform. maximum interest in is found excited to
his/her assignment and prove .
deliver good
performance.
2) Organization decision to Transfer the employee:

Every organization keeps planning about effective manpower utilization by means of intra organizational transfers. This
is done to achieve the Goals, to make the current working system more effective, to reduce internal disputes of
employees, to explore the qualities and skills of its employees, to create a second line of responsible and dependable
employees. This exercise helps an organization to save costs like releasing advertisements for the posts, interviewing
time, training costs etc.
Out of the total numbers of respondents 60% of the transfers are Organization decisions. While discussing the internal
mobility and its advantages and disadvantages following points have come to notice.
_________________________________________________________________________________________________
Sr. Factors of Before Transfer After Transfer Remarks
No Satisfaction/dissatisfaction
1 Working Condition Few employees have As transfer is done by In some cases employees
found satisfactory and organization : are found unhappy and
some are not fully happy complaining about
with the working Employees feel working conditions when
conditions. Employees & managers will take care transfers are done against
managers keep of working condition to their wish.
discussing and solving keep them satisfactory.
working condition issues
from time to time.
2 Job Security It fully depends on the Employees transferred In few cases when
job profile and with assignment remain organization transfer
performance of under pressure to employee with intention
individual employee. achieve the goal and feel to promote or to complete
Still in our study insecure. some assignment it
everyone is satisfied depends mainly on
with job security. managers to handle the
stress of transferred
employee.
3 Pay & Promotion It is as per organization Employees are satisfied 1. When transfers are
rules and systems. But as they are happy that done for promotion of
few are not happy with organization has employee, they are sure
the same transferred them for and satisfied with the
some purpose and will transfers.
surely consider them for
higher pay and 2.In case of transfers are
promotion. done to improve
performance, employees
are found to be worried
about new assignment and
think they have to prove
again and wait for higher
pay and promotion.
4 Encouragement, Appreciation & Employees feel they get Employees find they are This being organisaiton
Recognition average appreciation & getting more decision to transfer
encouragement and their encouragement and employee managers take
contribution is not appreciation than earlier extra efforts to encourage
recognized. by the Management. But and appreciate employees
few colleagues or old and keep them satisfied.
employees create Thus employee feeling
hurdles. that their contribution is
being recognized.
_________________________________________________________________________________________________
5 Interest in job assignment Employee feels its his Employee takes Employees try to prove
duty to perform. maximum interest in their abilities and are
his/her assignment and taking all possible efforts
delivers good to fulfill job responsibility
performance. so that they will get
higher posts and salary.
11. Conclusion:
A) Transfers on Employee Request:
1. Employees take lot of efforts to prove his/her abilities to impress new manager.
2. Employees try for advancement in their skill sets.
3. They take interest in their job assignment which results in to higher productivity.
4. They need less encouragement and appreciation as they keep trying to deliver best out of their abilities. Hence,
managers are found happy with their performance.
5. Employees complain very less about working conditions or internal disputes to their managers.
6. Sometimes employee face problems like jealousy and unnecessary pressure from colleagues or senior employees in
that department.
7. Prejudiced feeling about new employee may create biased opinion in the minds of Supervisor or Manager.
8. New employee gets very less support in day to day activities from colleagues or Supervisors hence, he/she finds its
difficult to complete the task.
B) Transfers as per Organization Decision:
1. Except two respondents all are transferred for better future prospects, hence, they are happy and satisfied with
transfers.
2. Respondents say they take initiative and are ready for advancement of their skill sets as they will be getting returns
in future.
3. Employees feel they get proper response from management in case of day to day activities.
4. They also mention that few of old employees or seniors try to create hurdles in their assignments to demoralize them.
5. Employees who are transferred with an intention of their employers to improve their performance with new
assignment feel it as their insult and get demotivated.
6. Such employees need lot of support or appreciation from their colleagues, managers & Supervisors in completing
their assignment.
7. Manager has to keep trying and motivate them and make them realize what management look them up to.
In the whole study of understanding job satisfaction of employees transferred from one job profile to another there was
no case of Transfer as Punishment, Hence, it is not discussed and analyzed in this paper.
_________________________________________________________________________________________________
“Transfer” as an internal mobility of employees is a very sensitive matter. Organization has to take lot of careful steps to
handle the matter and keep employees happy. Organization has to consider employee career prospects as an important
factor while transfers are done.
11) References:
1. In an article about “Improve your Employees Job Satisfaction” published on www.enterpreneur.com dated 22nd
March, 2001.
2. In an article on “Managing Employee Satisfaction in the Workplace” by Mr.John Baldoni dated 25 th June, 2010.
3. In an article in Gulf news, UAE “Survey on absenteeism in Middle East” is published on July 2 nd, 2012
4. Personnel & Human Resource Management by A.M.Sharma, published 2005.
5. HRM book by Saiyadain, published 2007
_________________________________________________________________________________________________
Strategic Human Resource Management:
Challenges And Prospects
Dr. B. N. Kamble
Professor and Director,
Centre for Educational Studies, Indian Institute of Education,
J. P. Naik Path, Kothrud, Pune- 411038, Maharashtra, India.
1. Introduction
Human Resource Management (HRM) has a long history in India, as reflected by Kautilya‟s accounts in the “Artha
Shastra”. HRM in the 4th century B.C. was more about logical but simple procedures and dividing the work force into
„Shrenis‟. Today, India is more strategically positioned in the global corporate map and HRM has become more complex.
Global perceptions see India‟s human resource as a low-cost, highly skilled, dedicated and knowledgeable workforce
hence it has also become a major outsourcing ground.
India is the second fastest growing major economy in the world, quickly gaining on China. In July 2009, the International
Monetary Fund (IMF) raised India‟s growth forecast to 5.4% for 2009, while projecting the world economy to shrink by
1.4% in 2009. According to the multilateral lending agency, the Indian economy is projected to expand at a rate of 6.5%
in 2010, while the world GDP is anticipated to grow by 2.5%.
People have always been central to organizations; their strategic importance is growing in today's knowledge-based
industries. An organization's success increasingly depends on the knowledge, skills, and abilities of employees,
particularly as they help establish a set of core competencies that distinguish an organization from its competitors. When
employees' talents are valuable, rare, difficult to imitate, and organized, an organization can achieve a sustained
competitive advantage through people.
The paper is based on secondary sources; organized in five sections with aim to review the strategic human resource
management experiences. The first section deals with the introduction, the second section discusses pre and post
liberalization HRM. The third section attempts to list the challenges of human resource managers in India. Fourth
section examines the main concerns to the Corporate Social Responsibility (CSR), and the last fifth section presents the
conclusions.
2. Human Resource Management in Pre and Post Liberalization
Globalization influences a significant portion of the economy and affects the free flow of trade among countries. This
globalization influences the number and kinds of jobs that are available and requires that organizations balance a
complicated set of issues related to managing people in different geographies, cultures, legal environments, and business
_________________________________________________________________________________________________
conditions. HR functions such as staffing, training, compensation, and the like have to be adjusted to take into account
the differences in global management.
Advanced technology has tended to reduce the number of jobs that require little skill and to increase the number of jobs
that require considerable skill, a shift we refer to as moving from touch labour to knowledge work. This displaces some
employees and requires that others be retrained.
Human resource is a relatively modern management term having been coined in the 1960s. The origins of the function
arose in those organizations which introduced 'welfare management' practices and also in those that adopted the
principles of 'scientific management. Since 1990 due to liberalized government policies, Indian scenario began to change.
Human resource became one of crucial driver for development and change. As the viewpoint of management towards its
employees began to change, role and contribution of human resource as a talent pool also become so vital that most of
the organizations started to focus their vision and mission statements on the people who work for them. With the boom in
the technology sector in 2000, newer and newer ways of attracting, recruiting and managing tenant in the companies also
started to emerge, (Garg A, Sharma A and Pandey M R, 2010).
In organizations, it is important to determine both current and future organizational requirements for both core employees
and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. Second World War
increased the importance of having personnel department because of producing large war materials the ministry of labor
and national services insisted to combine both personnel department and welfare officer work on a full time basis. Indian
companies have spread themselves across the globe and are moving to a borderless world. Similarly post liberalization
and globalization a large population of Indians have become a part of the multinational and foreign units. In short, the
Indian workforce and the industrial climate are both continuously changing. The areas for human resources function are:
1. Recruitment and Selection (Resourcing)
2. Organizational design and development.
3. Business transformation and change management
4. Performance, conduct and behavior management
5. Industrial and employee relations
6. Human resources analysis and the management of workforce personal data
7. Compensation, rewards and Benefits management
8. Training and development (Learning management)
Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the
function may indirectly supervise the implementation of such activities by managers, other business functions or via
third-party external partner organizations.
3. Challenges of Human Resource Managers in India

The Constitution of India has specific provisions for ensuring Occupational Safety and Health (OSH) for workers in the
form the three Articles 24, 39 (e and f) and 42. The statutes relating to OSH are broadly divided into three- statutes for
safety at workplaces (eg. Factories Act, 1948 and Mines Act, 1952), statutes for safety of substances (eg. Indian
Explosives Act, 1884), and statutes for safety of activities (eg. Radiation Protection rules under the Atomic Energy Act).
The challenges faced by human resource managers in India are:
_________________________________________________________________________________________________
1. Managing globalization: It is important for an HR Manager to study people management practices before
implementing new practices which are global in nature.
2. Developing leadership skills: It is not just about knowledge, experience and expertise it is also about developing the
right soft skills to give shape to the future leaders.
3. Managing change: Change management is the call of the day with big organizations integrating Six Sigma
methodologies in their businesses.
4. Developing work ethics: It has become very important to re-instill cultural values, loyalty, respect for the weak and
elderly, and infuse qualities like empathy, charity, austerity, team spirits, ethics and bonding in the workforce.
5. Retaining Talent: People have gained exposure and their yearning to rise is sees them changing loyalty and
organizations very frequently.
6. Managing fast changing technological trends: The technological trends in today‟s global scenario are fast changing.
Educating the human resource about these changes, upgrading their knowledge and motivating them to learn, absorb and
come out of their comfort zones is a great challenge faced by many organizations.
7. Developing Accountability: It is a challenge which HRM in India is facing like its global counterparts. It is not easy to
train people to shoulder responsibility.
8. Managing workforce stress and employment relations: This factor is fast becoming a challenge for HRM especially in
sectors like hospitality, IT and allied support services, media and entertainment.
9. Managing inter-functional conflict: now the new emerging challenge for the HR is to manage inter-functional conflict
within an organization.
10. Managing workplace diversity: To manage the diverse is also a huge challenge for the HR in the emerging Indian
economy.
Planning Commission (2011) had set up a Working Group to prepare the Xth Five Year Plan on Occupational Safety and
Health at the workplace under the Chairmanship of Shri Vinod Vaish, Secretary, Ministry of Labour, Govt. of India. As
per the Constitution of India a number of Legislations have been framed dealing with the safety, health and welfare of the
workers employed in the organized sector. However, due attention has not yet been given to the workers in the
unorganized sector. For the first time this report has not only attempted to fill up this gap but has also endeavoured to
frame guidelines which could help in drawing up a coherent national policy on Occupational Safety and Health and to
enact a general legislation on Occupational Safety and Health applicable to all workplaces including the unorganized
sector in the country. The Working Group has laid stress on competence building and in creating awareness among the
workforce towards Occupational Safety and Health.
_________________________________________________________________________________________________
4. Corporate Social Responsibility (CSR)
The World Business Council for Sustainable Development defines CSR as the business commitment and contribution to
the quality of life of employees, their families and the local community and society overall to support sustainable
economic development. The CSR establishing a positive company reputation and brand in the public eye through good
work that yields a competitive edge while at the same time contributing to others, demands that organizations shift from
solely focusing on making a profit to including financial, environmental and social responsibility in their core business
strategies. Despite what the phrase corporate social responsibility suggests, the concept is not restricted to corporations
but rather is intended for most types of organizations, such as associations, labor unions, organizations that serve the
community for scientific, educational, artistic, public health or charitable purposes, and governmental agencies.
4.1 CSR in the Business Community
Worldwide, companies and their HR leadership are coming to grips with what exactly CSR means in their organizations
and how to strategically include CSR within business goals and objectives. There is growing evidence pointing to the
validity of and the demand for CSR. For example, 82% of companies noted that good corporate citizenship helps the
bottom line and 74% said the public has the right to expect good corporate citizenship. As the concept of CSR becomes
more widely accepted and integrated in business, it is helpful in this discussion to understand that the development of
CSR in organizations is in transition. There are basically three "generations" of CSR in varying stages of sophistication.
The first generation has demonstrated that companies can contribute to society without risking commercial success. The
second generation is developing more fully as CSR gradually becomes an integral part of companies' long-term business
strategies. Third generation addresses significant societal issues, such as poverty and cleanup of the environment.
4.2 Making the Business: CSR
In recent years, intangible assets, company values, human and intellectual capital, reputation and brand equity, have
become increasingly important to organizations Reputation and Brand Enhancement Company reputation and brand are
greatly influenced by public perception. The companies are also seeking avenues of public acknowledgment of their
employer brand. Another critical aspect of reputation and brand, as a CSR success factor, is the impact on a company's
sustainability, that is, the conditions or characteristics that support an organization to continue its business, including
environmental, social and economic aspects of the company. Ultimately, the environmental, social and economic health
of a company transfers into dollars that either directly or indirectly affect reputation and brand, and thus the bottom line.
The final CSR report card is directly linked to the company's sustainability and consequently influences critical success
factors such as reputation and brand. The factors are:
1. Accountability and Transparency: Open, reliable and regular reporting of a company's performance, known as
accountability and transparency in CSR terminology, is quickly becoming a public issue and one that HR leaders will
need to keep in the forefront . As a sign of the times, large companies are beginning to publish company information,
once deemed as too sensitive to release, with expectations for their suppliers and their internal human resources practices.
2. Risk Management: Managing investor confidence is another factor supporting the business case for CSR. The
financial community is examining organizations' CSR report cards and their risk profile. The rapid rise of socially
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responsible investment illustrates that corporate citizenship is becoming a key measure that investors consider when
aligning ethical concerns with publicly held corporations.
3. The Talent War: With the anticipated labor shortage in the next 10 to 25 years, attracting, developing, motivating and
retaining talent is, and will continue to be, very important. Correspondingly, CSR influences a company's competitive
advantage today through two key value drivers: 1. company reputation and brand; and 2. human capital.
4. Challenges to the Business Case for CSR: The business case for CSR is not necessarily a simple one. Among the
challenges is that social and/or environmental impact differs across industries, complicated by the fact that the term CSR
has different meanings to different industry sectors in different parts of the globe.
Organizations that are interested in CSR may choose to start with small projects that showcase their commitment to their
workforce and the community.
4.3 The Status of CSR in the Organization
HR can influence three primary standards of CSR--ethics, employment practices and community involvement--that relate
either directly or indirectly to employees, customers and the local community. By considering these three CSR standards,
HR can then identify the CSR stage of their organization before making decisions to develop and implement CSR
initiatives are:
1. Ethics: Ethical standards and practices are developed and implemented in dealings with all company stakeholders.
Commitment to ethical behavior is widely communicated in an explicit statement and is rigorously upheld.
2. Employment Practices: Human resource management practices promote personal and professional employee
development, diversity at all levels and empowerment. Employees are valued partners, with the right to fair labor
practices, competitive wages and benefits and a safe, harassment-free, family-friendly work environment.
3. Community Involvement: The company fosters an open relationship that is sensitive to community culture and needs
and plays a proactive, cooperative and collaborative role to make the community a better place to live and conduct
business.
4.4 HR’s Role: Experience
According to the SHRM[R] 2004-2005 Workplace Forecast, key HR trends are:
1) Demonstrating HR's return on investment;

2) HR's role in promoting corporate ethics; and
3) Building people management and human capital components into key business transactions. As this report documents,
some HR are taking action now:
 63% are increasing spending on learning and training initiatives.

 40% are changing company policy as a response to environmental issues.
 36% are changing company policy as a response to grassroots pressure to change specific business practices.
 32% are increasing involvement in social programs.
5. CSR Initiatives: Conclusion

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To launching and evaluating CSR initiatives in the organization, consideration of principles, implementation and
employer brand will assist HR in determining how and why to include CSR initiatives in their company . First, questions
of principle provide the broad view of CSR, moving from philanthropy and donations to contributing solutions to help
solve the large issues such as poverty. Second, questions of implementation address practical issues such as
incorporating CSR into the performance appraisal process and the softer issues of creating an organizational culture that
supports CSR initiatives. And third, questions regarding employer brand provide an opportunity for HR to look closely
at how their current policies and programs can more positively affect recruitment, retention and talent management.
Taking the long-range view, HR can use a checklist to track the HR scorecard on CSR as initiatives are developed and
implemented over time.
As appropriate, changes in direction can be made to correspond with the organization's overall strategy.
Selected References
1. Abagail McWilliams , Donald S. Siegel a Patrick M. Wright (2005), “Corporate Social Responsibility: Strategic
Implications,” Working Papers in Economics, Number 0506, May 2005, Department of Economics, Rensselaer
Polytechnic Institute, 110 8th Street, Troy, NY, 12180-3590, USA. Tel: +1- 518-276-6387; Fax: +1-518-276-2235;
http://www.rpi.edu/dept/economics/; E-Mail: sternd@rpi.edu
2. Garg A, Sharma A and Pandey M R (2010), “Emerging Trends of Human Resource Management (With Special Focus
on Information Technology Industry)”, Lachoo Management Journal, Volume 1, Number 1, July – December 2010
3. Planning Commission (2011), Occupational Safety And Health For The Tenth Five Year Plan (2002-2007),
Government of India, Report of The Working Group, September –2001, TFYP, Working Group Sr.No. 47/2001,
New Delhi.
4. Small Industries Development Bank of India ( 2010) “Corporate Social Responsibility Report 2010”, Small Industries
Development Bank of India (SIDBI), Delhi, India.www.sidbi.in
5. Steve Weingarten, (2011), “Strategic HR Management Instructor’s Manual Building the Future: HR’s Role in
Organizational Design”, Society for Human Resource Management (SHRM), Academic Initiatives, USA.
6. Web: www.shrm.org/education/hreducation
7. The Economist Intelligence Unit ( 2005), “The importance of corporate responsibility”,
8. A white paper from the Economist Intelligence Unit sponsored by Oracle Economist Intelligence Unit, The
Economist, London.
9. United States (US) Department of Labor FY 2011 Annual Performance Report.http://www.dol.gov/

sec/media/reports/.
10. U S Department Of Labour, “All About OSHA”, Occupational Safety And Health Administration, OSHA 3302-02r
2012, Hilda L. Solis, Secretary of Labor, US.www.osha.gov
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QWL Concerns Among Employees of Diamond & Gem Development Corporation
(DGDC) Ltd., Sursez
*Mr. Mehul G. Thakkar
State, National & International Awards Winner Trainer,
Asst. Professor in HRM,
**Ms. Himani D. Rajput

Asst. Administrator,
_________________________________________________________________________________
Abstract:
In this cut-to-throat competitive and highly turbulent business landscape, every organization needs to have
competent, motivated and committed people across all the levels of organizational hierarchy. But, to ensure a
higher level of employee motivation and commitment, the organization must focus on qualitative aspects of the
work life and make the employees feel that the organization is really concerned about their economic, social and
psychological wellbeing. Realizing this, the term ‘Quality of Work Life (QWL)’ has become the buzz word across
the corporate corridors; and more and more organizations are striving hard to ensure a better Quality of Work
Life to their real assets – the employees. This study attempts to have insights into the present status of employees’
quality of work life at the Diamond & Gem Development Corporation Ltd. (DGDC Ltd.) – the promoter &
developer of SurSEZ – Surat Special Economic Zone. Based on the analysis of the data collected from all the
employees, through structured questionnaire coupled with unstructured interviewing approach, this paper
highlights the QWL concerns among the employees of DGDC Ltd. The analysis reveals that irrespective of the
place in the organizational hierarchy, employees show more concern for higher order needs. The demographic
variables like age, experience and educational level of the employees are found to be associated with the reported
QWL; while gender is not a significant differentiator for perceived QWL. Recommendations have been made for
the aspects where the employees perceive low availability of QWL.
Key Words: DGDC Ltd., Primary Work Attitudes, Psychological Wellbeing, Quality of Work Life (QWL), SurSEZ
1.0 Introduction:
In this ever competitive globalized business era, organizations are striving hard to build High Performance Work Culture
(HPWC) as there are ever increasing pressures on the organizations to provide more and better services at lesser cost. To
achieve such diverse ends, it is obvious that the organizations need to bank upon their real assets – the employees. These
employees should not only be competent enough to perform their jobs, but also motivated and committed towards
achieving organizational goals. But, ensuring higher levels of employee motivation and commitment requires a higher
sense of job satisfaction on the part of employees. And for this, the organizations must emphasize on the qualitative
aspects of the work life of their employees. Further, one must understand the fact that in the industrialized countries,
most people work in organizations; and job/work occupies an important place in the total life space of any employee.
Considering this, how people feel, perceive and what they think about their working life has always remained a major
concern area. As a result, now-a-days, more and more organizations are showing concern about ensuring better Quality
of Work Life, henceforth QWL, of their real assets – the employees.
With the changed workforce demographics with increased education, awareness and expectations, the QWL concerns are
increasingly drawing attention of the organizational authorities; possibly because of the expected linkage between
employees perceiving a better quality of work life in the organization and feeling satisfied and displaying greater work
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motivation. The underlying assumption of this is that the employees who perceive a better quality of work life in the
organization are likely to take more risks, generate new ideas, and might make mistakes, which in turn lead to new
products, services, and markets. Because employees will feel more satisfied, they are more likely to display greater work
motivation and job satisfaction. Because they are more informed and empowered, they are likely to feel that they have a
fuller role to play in the organization and that their opinions and expertise are valued more. This of course underlines
greater commitment. With higher skills and greater potential for contribution, they are likely to have more job security as
well as be more marketable to other organizations. Hence, they feel a sort of value addition in terms of their career
prospects and consequently job involvement and organizational commitment are bound to increase.
This becomes even more relevant when we talk about the Diamond & Gem Development Corporation Ltd., popularly
abbreviated as DGDC Ltd. – the promoter and developer of Surat Special Economic Zone, henceforth SurSEZ. This is
because, DGDC Ltd., being the promoter and developer, is responsible for providing the Zone and the unit-owners
therein, effective and efficient patronage and support in all the matters. It provides all sorts of administrative, HR,
Marketing and other services right from the stage of application to set up and further on an ongoing basis to the unit
holders. Here, the employees working in various organizations in SurSEZ, herein referred to as „unit‟, considers the
people oriented policies and practices in the office of DGDC Ltd. as a benchmark which guides the same in their unit as
well. In such a situation, an assessment of the QWL attributed among the employees working in the office of DGDC Ltd.
in SurSEZ would certainly offer rich insights about the QWL concerns even in other units of SurSEZ, as in most of the
units of SurSEZ; the HR policies of DGDC Ltd. are accepted „as it is‟ in totality.
Considering all these, there is a need to assess the QWL concerns among the employees of DGDC Ltd., SurSEZ, and
ensure at least a satisfactory level in it, as research studies have suggested that improvement of QWL seems to be an
indispensable ingredient to increased productivity. This paper based on empirical study attempts to unearth the Quality of
Work Life concerns among the employees working in the office of the DGDC Ltd. located in SurSEZ in Sachin area of
the textile & diamond hub of Gujarat State – Surat in South Gujarat region.
1.1 Conceptual Framework of Quality of Work Life (QWL):
In general, QWL can be understood as a generic term for a range of techniques and processes that are designed to give
employees greater discretion and control over their work. The basic idea behind any QWL initiative is that greater
participation and involvement in decision making by employees will lead to improvements in satisfaction, motivation and
commitment, which, in turn, might lead to positive improvements in productivity.
Historically, the origin of the term “Quality of Work Life”, popularly abbreviated as QWL, can be traced back to the
early 1970s, when this term QWL was first coined at the 1 st International Conference on QWL at Arden House in New
York in 1972 (Davis & Cherns, 1975). Cherns (1975) referred to QWL as a contemporary expression of something which
was referred to as “humanization of the workplace”, “workplace democracy”, “work restructuring” or “job redesign”.
Taylor (1977) defined the term „quality of working life‟ as “the phenomenological experience of people at work”. Walton
(1980) opined that the term „QWL‟ referred specifically to changes that enhanced human experience at work or, stated
negatively, decreased the social and psychological costs incurred in producing goods and services.
The term also refers to “the favorableness or unfavorableness of a total job environment for people” (Davis & Newstorm,
1989).
Amongst the pool of various researchers trying to define the term in different ways, the most widely accepted and
frequently quoted definition was given by J. Richard & J. Loy as follows:
“Quality of Work Life refers to the degree to which members of a work organization are able to satisfy their important
personal needs through their experiences in the organization”.
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At the same time, Rao (2010) rightly suggested that QWL is a goal, as well as a process. So, organizations must
understand that ensuring better QWL to employees is not a one-shot affair; it‟s a never ending ongoing process that
demand continuous whole hearted efforts and support of the top beyond „lip service‟.
Carlson (1980) put forward a unique way of looking at the concept of QWL and suggested that it can be studied and
analyzed in any of the following three ways:
(a) as a movement;
(b) as a set of organizational interventions, and
(c) as a type of working life felt by employees.
The present research study is based on the third perspective of QWL, as it tries to asses QWL as a type of working life
felt by employees. So, here, the main focus is on finding out what constitutes a QWL experience among the employees of
DGDC Ltd., SurSEZ, and what the perceived availability of various QWL attributes is.
1.2 Background of DGDC Ltd., SurSEZ:
The Diamond & Gem Development Corporation Limited, Mumbai popularly known as DGDC Ltd., is the pioneer for
setting up the only of its kind First Multi-product operating SEZ in the private sector in the State of Gujarat – the Surat
Special Economic Zone (SurSEZ). SurSEZ enjoys excellent location, a vital input for industrial activity, just 14 Kms
away from the heart of Surat city and lies adjacent to the Mumbai-Ahmedabad Road and Rail routes, near Sachin GIDC.
SurSEZ is a strategic business unit of the DGDC Ltd., Mumbai; wherein over 165 units are currently operating
representing various industry segments such as Gems & Jewellery, Diamond Processing, Engineering, Textiles, Textile
Machinery, Pharmaceuticals, Garments, Made ups (pillows, quilts, bed sheets, etc.), IT Hardware, Chemicals, Tobacco
and so on.
DGDC Ltd., being the promoter and developer of SurSEZ, offers developed plots and ready units for entrepreneurs of all
types of non polluting industries – be it Manufacturing, Trading or Service. For the effective management of SurSEZ,
DGDC Ltd. has set up a full-fledged office in the Zone managed by a team of professionals headed by the President. This
office of DGDC Ltd. renders all possible help to the units right from the stage of project inception, obtaining the
necessary clearances and thereafter Administrative-HR-Marketing support on an ongoing basis.
In a way, the Zone and the unit-owners therein, enjoy effective and efficient patronage and support of DGDC Ltd.
working with the motto of making the Zone and its units successful and prosperous. The quality policy of DGDC Ltd.,
SurSEZ also suggests their commitment towards the development of SurSEZ, which reads as follows:
“DGDC Ltd. is committed to support the export promotion through SurSEZ by creating, managing & maintaining
infrastructure required & satisfy DGDC customers by continual improvement through employee involvement.”
2.0 Review of Literature:
Viewing the literature is similar to honoring the past to inform the present to affect the future. Reviewing the published
literature helps us to determine if the topic is researchable, to report the results of closely related studies, and to establish
the importance of the current study in relationship to previous studies (Creswell, 2003).
In regard to the topic of study, while going through the earlier researches; it was found that there is a sizable literature
available on Quality of Work Life (QWL) conforming its long history, wide popularity and far reaching impact and
importance. Many researchers have studied the concept of Quality of Work Life (QWL) among employees in different
industries and reported valuable findings. Selected studies have been reviewed for the purpose of this study:
After the conceptualization of human needs in an easy-to-understand sort of Need Hierarchy Framework by the famous
psychologist Abraham H. Maslow in the form of a Content Theory of Motivation in 1943; many initial studies on QWL
adopted this as a base. In this line, Sharma (1973) reported very interesting finding that the primary needs such as
physiological and safety needs of the typical Indian workers are mostly satisfied and that have not remained a major area
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of concern. With this, the workers are increasingly concerned about their social and esteem (ego) needs. This was an eye-
opener indication for all those who kept on believing in „taylorism‟ with all their fancy personnel policies and schemes
predominantly focused on monetary aspects for ensuring QWL of workers, as it was emphasized that the workers are
showing concern for meaningful social interactions from the healthy inter-personal relationships at the work place (social
needs) as well as concern for satisfying their need of feeling valued and worthy (esteem needs) of making contributions
to organizational well-being. So, higher order needs were found to be more relevant compared to lower order needs.
Singhal (1975) studied the need-gratification and organizational behaviour of industrial employees and reported that the
physiological, autonomy and self actualization needs are not adequately met, while safety needs were found to be
effectively met. It was also found that physiological needs still remained important for all levels of employees and the
higher order needs were important only after the lower needs are marginally satisfied. This is consistent with the basic
postulate of need progression in the need triangle of Maslow. Interestingly, it was found that participation in
organizational functioning has a profound influence on the differential behaviour of workers. This signals the need for
fostering participative management practices even at the lower levels of the hierarchy, and thereby positively affecting
their job satisfaction, job involvement and organizational commitment as well. But, Kakar (1971) raised doubts about the
advantages and effectiveness of participation in Indian Industries, considering the parental and mostly assertive types
dominate superior-subordinate relationships creating a stumbling blockage to participation. Despite this, Malavia (1977)
reported that even in Indian culture; mostly characterized by authoritarianism at the work place; a positive relation
between participation-job satisfaction and participation-job effectiveness holds true, which is certainly a welcome sign.
Contrary to this, Mehta (1978) while studying the objective and subjective factors in employee satisfaction in life and
work, reported that money seems to be an important factor in general life satisfaction, though not the only one.
In the context of the Indian industries, it was found that the existing level in all dimensions of QWL is much lower than
satisfactory, or even considerably poor. So, a lot needs to be done to foster a better QWL in Indian industries (Singh,
1984; Chakraborty, 1987).
Rahman (1984) while studying the QWL of industrial employees of India found that the demographic variable of
educational background and income level have negative correlation with the QWL, and the age of the respondents has no
association with QWL.
Efraty and Sirgy (1990) found that in reality, the term quality of work life should be conceptualized in terms of
satisfaction of employees‟ need of survival, social, ego, and self-actualization needs, and those organizational resources
relevant for meeting them. The hypotheses of need satisfaction being positively related to organizational identification,
job satisfaction, job involvement, job effort, job performance, and negatively related to personal alienation; were
validated from the analysis of the data collected from 219 service deliverers to the elderly in a large Midwestern city. In
the course of the this study, while reviewing the literature on the subject, the researchers have reported that as Jackson
and Mindell (1980) found, today's employees want more control over their environment and a chance to feel a sense of
meaning in performing their jobs. Similarly, today's managers are less interested in direct control of their subordinates
and are willing to work in an unstructured environment and develop personal relationships with their subordinates. That
is, both employees and managers express a strong interest in higher-level need satisfaction.
Hoque and Rahman (1999) reported that the demographic variables of age, education, experience and income have no
significant association with the perceived QWL, and QWL has significant positive correlation with performance of the
employees.
The study of Saklani (2004), focusing on empirically evaluating the importance and existence of various QWL factors in
the Indian organizations, conclusively proved that contrary to the findings of the earlier researches, the existing level of
QWL is not poor, and is better than the average, in Indian industries. Analysis of the data collected from a rich sample of
294 managerial and non-managerial employees of 24 different types of organizations, also proved that the Indian
employees place high value on many non-financial factors that satisfy the higher order needs like esteem and self-
actualization needs. Lending a big support to Saklani‟s (2004) findings, studies of Rao and Chandra Mohan (2008), and
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Rao and Venugopal (2009); focused on identifying the perceptual factors in Quality of Work Life of Indian Employees
reported four main factors - Favorable work environment, Personal growth and autonomy, Rewarding nature of the job,
and Stimulating opportunities and co-workers; as important for better QWL at work place.
The empirical study of Saklani (2010) concluded that the non-managerial employees in India are more concerned about
satisfying their lower order material needs. The “most important” QWL factors reported by this class of employees are
predominantly having financial implications.
Despite rich literature available on QWL, there seems to be an annoying ambiguity with respect to the constituents of
QWL. Various researchers have reported different referents of QWL. But, a careful review of such eleven studies
conducted between 1950s to 1980s leads to a conclusion that whatsoever may be the nomenclature of various factors of
QWL reported in these studies, mainly the discussion of QWL seems to be centered around two general factors namely
the work/work environment, and the employee welfare & well being.
The following table presents a summary of few such previous studies:
Constituents of QWL – Insights from previous research
Factors identified
Study
Work Environment Employee Welfare
Macarov (1951) chance to advance seniority
safe & healthy work conditions, opportunity
to use abilities, future growth opportunity,
adequate compensation,
Walton (1974) constitutionalism,
social integration
work relevance to society, work & quality of
life
organizational environment, physical
Lippitt & Rumley (1977) environment, healthy social relations
features of job itself
Mirvis & Lawler (1980) work environment employee welfare
security, equity,
Cooper (1980) Democracy individual identity
(individuation)
task content, supervision, resources, autonomy & control,
Kahn (1981) promotion, relations with co-
work conditions, organizational context workers, wages
job mobility, quantity & quality of leisure
Kirkman (1981) pay
time created by job
Meta (1982) - job security
Davis (1983) - equitable pay
Delamotte & Takezawa challenging work content, traditional goals, fair treatment,
(1984) influence on decisions work as part of life cycle
safe & healthy working conditions,
employee welfare, job
Kalra & Ghosh (1984) physical environment, absence of undue
security
work stress
(Adapted from Wyatt, T. A. & Wah, C. Y. (2001), “Perceptions of QWL: A study of Singaporean Employees
Development”, Research and Practice in Human Resource Management, 9(2), pp. 59-76.)
The present research study is based on QWL framework given by Richard E. Walton in 1974. As indicated in the above
table, his framework proposes the following 8 criteria for measuring QWL of the employees:
1) Adequate and Fair Compensation
2) Safe and Healthy Working Conditions
3) Opportunity to Use and Develop Human Capacities
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4) Opportunity for Career Growth
5) Social Integration in the Work Force
6) Constitutionalism in the Work Organization
7) Work and Quality of Life
8) Social Relevance of Work
3.0 Research Methodology:

3.1 Research Problem Statement:
The research topic is “QWL Concerns among Employees of DGDC Ltd., SurSEZ”. The study attempts to assess the
extent of perceived availability of various QWL parameters among these employees and suggesting measures to improve
the same.
The Operational Definitions of various constructs are as follows:
 Herein, “Quality of Work Life” refers to the degree to which employees are able to satisfy their important
personal needs through their experiences in the organization. This is measured by using the QWL framework of
Richard E. Walton.
 The term “Employees” refers to the permanent on pay roll employees of the DGDC Ltd., SurSEZ. So, only
those employees who are “regular” employees of DGDC Ltd. are considered for the purpose of this study. The
contract employees are not included as they always have an ongoing concern of guaranteed continued
employment itself, forget about QWL.
 The term “DGDC Ltd.” refers to the Diamond & Gem Development Corporation Limited – the promoter &
developer of Surat Special Economic Zone (SurSEZ)
 “SurSEZ” is a popular abbreviation of the Surat Special Economic Zone, located near Sachin GIDC, Surat.
3.2 Research Objectives:
 To study the opinions of the employees of DGDC Ltd., SurSEZ regarding availability of QWL parameters at
their work place.
 To find out the association between demographic variables and perceived QWL among these employees.
 To identify the concern areas for improvement (if any) in QWL of these employees.
 To suggest actions steps to improve the QWL of employees of DGDC Ltd., SurSEZ.
3.3 Research Design:
As this study describes the opinions of employees of DGDC Ltd., SurSEZ regarding various facets of their QWL at a
particular point of time, it is based on Descriptive Cross-Sectional Research Design. Initially, using the exploratory
approach, careful review of relevant published literature was done and unstructured discussions were held with key
informants - the office bearers of DGDC Ltd. for developing thorough understanding of the topic. These discussions
were centered around the working of DGDC Ltd. in SurSEZ, various policies related to employees, various aspects of
working life of DGDC employees, the concern areas etc.
3.4 Data Collection: (i) Primary Data: Primary data are collected from the employees of DGDC Ltd. through a
structured questionnaire, containing open and close ended questions, eliciting their opinions on various aspects of QWL.
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Along with this, unstructured interviews were also conducted to have insights beyond the written responses in the
questionnaire.
(ii) Secondary Data: Relevant secondary data have been collected from books, journals, periodicals and electronic
databases pertaining to the topic of study. Published and unpublished documents of DGDC Ltd., SurSEZ were also used
to develop insights about the topic.
3.5 Sampling Design:
As the population size was limited to only 65 permanent employees of DGDC Ltd., SurSEZ; all the 65 employees were
surveyed and interviewed. So, in a way, the study is a „Census Survey‟ of employees of DGDC Ltd., SurSEZ.
4.0 Data Analysis and Findings:
 Reliability Analysis
Reliability Analysis of the Measurement Instrument – a structured questionnaire used in this study shows that the value of
Alpha is 0.744. According to thumb rule of Alpha, we can say that the instrument reliability is very good.
Table 1: Reliability Analysis of the Measurement Instrument
Cronbach’s Alfa N of Items
0.744 28
Frequency Analysis
Table 2: Classification of Respondents based on Demographic Particulars
Demographic Particulars No. of Respondents
Age Group
21 – 30 years 34
31 – 40 years 22
41 – 50 years 09
Education
Undergraduate 08
Graduate 33
Post Graduate 20
> Post Graduate 04
Experience
< 1 year 12
1 – 2 years 23
3 – 5 years 22
> 5 years 08
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Gender
Male 54
Female 11
Category-Level
Non-Officers 36
Executive Level 20
Managerial Level 09
Table 2 shows that majority of respondents belong to the age group of 21-30 years (52.30%) and the second highest to
the age group of 31-40 years (33.84%) and 9 (13.85%) respondents are in the age bracket of 41 to 50. So, the DGDC
Ltd., SurSEZ have a good mix of young, energetic and aged experienced workforce. In educational qualifications
segment, the employees at DGDC Ltd., SurSEZ are well qualified with 4 (6.15%) respondents having more than Post
Graduation qualification, 20 (30.77%) are Post Graduates, 33 (50.77%) are Graduates and only 08 (12.31%) of them are
Undergraduates. In terms of work experience in DGDC Ltd., SurSEZ, 12 (18.46%) of them have just started working in
DGDC Ltd., SurSEZ having experience of less than 1 year, 23 (35.38%) respondents have 1-2 years experience, 22
(33.84%) have experience of 3-5 years, and 8 (12.31%) employees have more than 5 years experience in DGDC Ltd.,
SurSEZ.
Some other findings based on Frequency Analysis are as follows:
(1) In response to a question on how frequently they are required to work for longer hours beyond their stipulated
working hours, the findings suggest that a very healthy number of respondents - 46 (70.71%) respondents never felt
pressures to work for longer hours, 14 (21.54%) employees are sometimes required to work for longer hours, while
only 05 (7.69%) respondents reported that they are always working for longer hours. So, we can conclude that
pressures to work for longer hours beyond their specified stipulated working hours is not a concern area for these
employees.
(2) In response to a question on how often they find their work stressful, the findings suggest that 31 (47.69%)
respondents never find their work stressful, 13 (20%) always feel stress due to work, and 21 (32.31%) employees
sometimes find their work stressful. So, it sounds to be an alarming situation as nearly 52.31% employees are
working under stress.
 Cross Tabulation & Chi-square Test

Cross Tabulation and Chi-Square Test performed at 0.05 Significance Level revealed the following findings:
(1) The gender of the respondent as well as the category/level in which they work are not the key differentiators in
perception of availability of QWL attributes at the work place, as both male and female employees have
reported same feelings about QWL; and QWL perceptions are found to be same across all three
categories/levels of employees – Non-Officers, Executives and Managerial Level.
(2) A very interesting and equally surprising finding is obtained for the relationship between Educational
Qualification of the respondents and perceived QWL. These two variables are found to be negatively related;
meaning thereby Higher the educational qualification, lower is the perceived availability of QWL at the
workplace. So, as we move from Undergraduate respondent to Graduate to Post Graduate to more than Post
Graduate employee, the employees feel/experience lower degree of QWL. This finding is contradicting many
earlier research findings which reported that higher the qualification, higher would be the perceived availability
_________________________________________________________________________________________________
of QWL. Here, this surprising finding may be attributed to the probability that with higher education, these
employees might be more aware about their own rights; and their expectations might be far greater than their
less qualified counterparts. Highly qualified employees would expect lot many things from their superiors, their
job, their work environment, and even from their organization. These expectation, when remain unsatisfied,
easily lead to lowering the perceived QWL. At the same time, less educated employees may have lesser
expectations, which can mostly be met by the organization. So, their perceived QWL seems to be higher than
that of more educated employees.
(3) Similar sort of association is found between the Experience of the employee in DGDC Ltd., SurSEZ and QWL.
Employees with more experience perceive lower QWL and those with relatively less experience report higher
QWL. This may be because of the possible negative perceptions of your job content, job context and overall
organizational life based on long-term experience, which the new comer may not be exposed to. With higher
experience - long term association with the organization, the employees might have realized the actual situation
of the organization, the discrepancies between preaching and practice of handling various employee related
concerns leading to lowering the QWL.
(4) Contrary to this, a positive association is found between the Age of the respondents and the perceived QWL.
Higher the age, higher is the QWL experienced by the employee. This may be because with growing age,
maturity develops. More experienced employees might develop stable, more realistic expectations from their
job and organization compared to the young staff with a lot of expectations, some of which may be very rosy
also.
 One Sample T-test

Based on analysis of respondents‟ opinions using the One Sample t-test at 0.05 Significance Level with Test Value 2
(indicating Good QWL on a 5-point scale), following findings are obtained:
For various parameters of QWL, the availability reported by the respondents is:
 Adequate and Fair Compensation – (1.92) – near to Good,
 Safe and Healthy Working Conditions – (1.37) – near to Excellent
 Opportunity to Use and Develop Human Capacities – (2.93) – near to Neutral
 Opportunity for Career Growth – (3.86) – near to Average
 Social Integration in the Work Force – (1.67) – near to Good
 Constitutionalism at the Work Place – (1.04) – near to Excellent
 Work and Quality of Life – (1.82) – near to Good

 Social Relevance of Work – (1.72) – near to Good
So, in and all, the overall quality of work life (QWL) among the employees of DGDC Ltd., SurSEZ is found to be good
with out of total 8 parameters; 2 have been reported near to Excellent, 4 parameters are found to be near to Good. But, 1
parameter of Opportunity to Use and Develop Human Capacities is reported near to neutral, and 1 parameter of
Opportunity for Career Growth is reported near to Average – these two are the major concern areas of QWL among the
employees of DGDC Ltd., SurSEZ.
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5.0 Recommendations:
Based on the data analysis and findings, the following recommendations can be made:
(1) As the overall Quality of Work Life on 6 dimensions out of total 8 is reported near to excellent or good, DGDC Ltd.,
SurSEZ should consolidate on this positive image. Given the positive perceptions of the employees on these
parameters, DGDC Ltd., SurSEZ should ensure that continual improvements are felt by the employees in these 6
parameters.
(2) The 2 major concern areas are found to be lower perceived availability of two attributes of QWL namely the
Opportunity to Use and Develop Human Capacities, and Opportunity for Career Growth. Both these parameters are
related to the satisfaction of employees‟ higher order needs viz. esteem (ego) needs and self actualization needs. So,
greater attention should be paid to ensure improvements in both.
(3) To promote positive perceptions about the parameter of Opportunity to Use and Develop Human Capacities, DGDC
Ltd., SurSEZ should closely review the employees‟ present job profiles to rectify any sort of mismatch between
„what one is capable of doing‟ and „what one is expected/assigned to do‟. If anomalies are found in this, the job
descriptions must be modified suitably to achieve a better congruence between employees‟ skill sets and job duties.
Proper allocation of work considering one‟s interest and ability can certainly help to generate positive feeling.
Enhanced opportunity to participate in decision making process and increased scope for autonomy and
empowerment can also generate positive feeling.
(4) With reference to Opportunity for Career Growth, it‟s true that there is always a limit to upward mobility of
employees. But, to generate positive feeling about this parameter, DGDC Ltd., SurSEZ should concentrate on Job
Rotation adding variety to the job content, Job Redesigning with „job enlargement‟ and „job enrichment‟ techniques,
schemes for supporting part-time study for higher degree/courses with leave &/or financial help provisions, and
carefully chalked out training and development programmes. Even, career counseling can also be provided by the
superiors, which may even strengthen the superior-subordinate relationship at the workplace.
(5) Finally, as the QWL perceptions are volatile in nature, DGDC Ltd., SurSEZ should undertake such QWL studies at
regular intervals, so that any changes - favorable or unfavorable can be noticed well in time and remedial measures
can be taken accordingly.
6.0 Conclusion & Future Research:

The overall quality of work life is found to be near to excellent among the employees of DGDC Ltd., SurSEZ. The major
concern areas seem to be the issues related to Opportunity to Use and Develop Human Capacities, and Opportunity for
Career Growth. Considering the fact that both these parameters are crucial for higher order need satisfaction, well-
planned and systematic efforts must be made based on the recommendations to improve the situation.
Further research is expected on the status of QWL attributes in the units of SurSEZ with a larger sample size across
different industry domains and with more advanced statistical analysis; so that conclusions can be drawn as to what
extent the good practices of DGDC Ltd. are percolated and followed in the units of SurSEZ.
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_________________________________________________________________________________________________
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Management & Labour Studies, 33(3), pp. 373-383.
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Work Life Balance: An Imperative for Better Employee Satisfaction
Dr. Anthony Rose

MBA (Marketing & HR)
Prof. Sunita R Shukla,

PGDM (PM & HR). sunita.shukla@indiraisbs.ac.in,
_________________________________________________________________________________
Abstract:
The role of work has changed significantly throughout the world due to economic conditions and social demands.
With the passage of time, role of work has evolved many times and composition of workforce has also changed
noticeably. Even now, work is still a necessity but also a one of the major source of personal satisfaction.
If the employees are satisfied and happy with the work and culture in the organization, the benefits derived are
not only social and psychological but also economic, and that is the primary reason, why many renowned global
and proactive organizations have leveraged work life balance programmes to enhance productivity and
profitability. Work-life balance options bring along many benefits for the employee as well as the employer. The
most important advantage for the employee is probably 'happiness'. He or she enjoys going to work and that will
also have a great impact on the personal life and on the lives of people who live in the direct environment of the
employee. The employer especially benefits from the fact that the employees' happiness will also have an impact
on the work. The employee will perform better and work harder.
Through this paper which is a desk research we want to highlight that work life balance is a handy tool in the
hands of the management for high employee satisfaction which will ultimately reap high profits and productivity
for the organization.
Key Words: Work Life Balance, Employee Satisfaction & Work Force.
Key Reference: Paper written by Author, Madeleine Simard, ―Employees Perception of Work life Balance‖
Introduction:
Organizations are under constant pressure to produce goods and services, of the right quality and price, and when
customers want them. This pressure can often mean that new ways of working have to be found to make the best use of
staff and resources. For example the cost and complexity of capital equipment may mean that organizations cannot afford
to leave it standing idle: this may necessitate the introduction of shift work to allow 7-day or even continuous working.
Increasingly customers want goods and services outside traditional standard working hours and organizations must also
cater for this alongside seasonal peaks and troughs and the consequent fluctuation in the demand for employees during
the year. Employers may also require high-level specialist skills but only for a temporary period, for example to design
and install a new computer network.
At the same time some employers face staff retention challenges and skills shortages in certain areas. The commitment of
employees can make the difference between those companies which compete in the market place and those which cannot.
Employers who can best combine the requirements of their business for flexibility with the needs of employees and
potential employees will be well placed to succeed.
With this ideology, companies have realized that to ensure retention of their best talent as human resource is the most
indispensable asset, work life balance concept acts as a catalyst.
Finding the right balance between work and life is a subject many employees have difficulties with, because it’s so hard
to accomplish. Being satisfied with the combination of your work and life is not something that is easily reached. Many
situations can lead to an unbalanced life, like for example having children.
_________________________________________________________________________________________________
Benefits of Work life Balance:
Work-life balance options bring along many benefits for the employee as well as the employer. The most important
advantage for the employee is probably 'happiness'. He or she enjoys going to work and that will also have a great impact
on the personal life and on the lives of people who live in the direct environment of the employee. The employer
especially benefits from the fact that the employees' happiness will also have an impact on the work. The employee will
perform better and work harder.
Attracting and retaining talent continues to top the priority list of organizations of all sizes and industries. It’s the
difference between success and failure, reaching quarterly targets or not. High attrition cripples innovation, and customer
service goes awol.
Recruiting the best and brightest is only half the game; retention is the other half. Competitors face the same issues.
Gaining a competitive advantage is the key. Inflexible work arrangements are a primary reason top talent leaves an
organization. To tackle this issue work life balance tools act as lifeguard jackets for an organization. These tools help the
employers to hold on to their best talents who otherwise could join their competitors in search of better fit with their life
style.
It used to be that an employee’s relationship with their manager was the No. 1 reason for employees voluntarily leaving
an organization, now it’s a lack of employer work schedule flexibility that’s the No. 1 reason.
Work life Balance initiatives:
A major driver of the trend towards achieving work-life balance is the fact that younger people are not prepared to work
in the same way as their parents, wanting greater control, and a bigger say in the structure of their jobs and what they
could potentially offer in the future.
Following are some of the initiatives or benefits that organizations can employ for work life balance program:
 Flexi-time
 Telecommuting
 Child care
 Elder care
 Leave (e.g. paternity, etc.)
 Job-sharing
 Employee Assistance Programs
 In-house store/services
 Gym subsidies
 Concierge services
 Vacation
 Work hours
In addition to the work-life balance programs listed above, primarily due to the internet boom in the mid-90s and the
growth in the economy, more companies offered other ―perks‖ as well. Items such as company cars and a set number of
free flights per year were normal for many companies. A four-day work-week as well as flexible hours and casual dress
were common also. These perks were primarily instituted to attract, motivate and retain a superior quality workforce.
Return on Investment
The argument for or against work-life balance programs often hinges on the company’s ability to show significant
financial gain as a result of these programs. Many corporate decisions
rely on a positive net present value to be shown for any project to move forward. Interestingly, for all the emphasis on
such financial justification, very few hard numbers exist on the success or failure of work-life programs. More often
companies have quantified the benefits of such programs through a variety of performance measures indirectly related to
financial return.
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Since work-life programs are a part of a company’s compensation and culture, their benefits are most often seen on the
human resources front. One of the first ways that firms have shown a benefit is in recruiting. Effective work-life
programs are an effective marketing method for attracting employees. Additionally, oftentimes job seekers are drawn to
―Best Place to
Work‖ lists that are published in magazines. Once potential applicants are recruited, work-life programs are often a deal
maker. They often sway a potential applicant’s choice of job offers to the company offering the best programs. Most
importantly, effective work-life programs help forge a symbiotic relationship between an employer and employee that
leads to mutual benefits.
Employees who are better able to balance the demands on their time are more satisfied and content. This in turns leads to
real benefits for the employer in terms of productivity gains, lowered turnover rate, a stronger team spirit, and loyalty to
the employer. Operationally, a lower turnover rate leads to reduction in new employee training costs, as well as the more
elusive costs associated with informal training that existing employees provide to new team members. While these gains
have been sporadically measured, no definitive study has been able to associate performance gains directly with financial
performance gains.
Through various researches it is identified that there is a positive relationship between work/life balance and superior
subordinate relationship. This type of conducive environment can be strengthened to provide timely and constructive
feedback on the employee performance.
Finally, the driving force of organization is employee satisfaction.
Examples of few leading corporates employing workilfe initiatives:
1) IBM employees can also attend Parenting Workshops at the Resource Center, covering topics like "Developing
Child's Intelligence", "Communicating towards better parenting", "Developing parent child relationships", at
discounted rates through out the year .This helps the working parents to understand the need to the child and
how to give quality time to the child rather then quality time. The company also provides free member ships to
children of all IBMers to Genie kids Resource Center through out the year which houses a library , activity
based games, pottery classes, computer classes etc.
2) At NIIT Innovative allowances for employees who were dating, got engaged and soon. These policies ensured
recruitment of promising talent and a motivated workforce.
3) At Accenture the company has have incorporated family events into its employee calendars, with social
gatherings or outings where the whole family comes together. Mandatory number of holidays, discounted gym
and saloon memberships and even in-house work-life effectiveness managers and career counselors are all
attempts by Accenture to counter stress and maintain the work life balance.
Conclusion:
The authors conclude that there is a positive relation between work life balance and improved employee satisfaction. This
increased satisfaction is not only beneficial for organizations but for the personal wellbeing of employee.
This realization has intensified the organization to focus and develop corporate policies and programs on work/life
issues. Changing, developing and promoting the human resource nowadays are quite well planned in the organization in
order to meet the future uncertainty.
The achievement of better work-life balance can yield dividends for employers in terms of: having a more motivated,
productive and less stressed workforce that feels valued; attracting a wider range of candidates, such as older part-time
workers and carers; increased productivity and reduced absenteeism; gaining the reputation of being an employer of
choice; retaining valued employees; achieving reduced costs; and maximizing available labour
_________________________________________________________________________________________________
Bibliography
1. Kalliath, T., & Beck, A. (2001). Is the path to burnout and turnover paved by a lack of supervisory support?, Journal
of Psychology, 30(2): 72-8.
2. Blair-Loy, M., & Wharton, A.S. (2002). Employees’ use of work–family policies and the workplace social context,
Social Forces, 80(3): 813-45.
3. Lasch, E. (1999). Achieving a Balance,Ohio Certified Public Accounts Journal,
4. 58(1): 21-2.
5. Fagan C. Working-time preferences and work-life balance in EU—some policy considerations for enhancing the
quality of life. Dublin: European Foundation for the Improvement of Living and Working Conditions; 2003.
6. Fu CK, Shaffer MA. The tug of work and family—direct and indirect domain-specific determinants of work-family
conflict. Pers Rev. 2001;30:502–22.
7. http://bir.sagepub.com/content/22/1/53.short
8. http://109.108.130.199.srvlist.ukfast.net/_images/future_of_work_life_balance_tcm8-13554.pdf
9. http://www.workforce.com/article/20080507/Tools/305079992
10. http://www.worklifebalance.com/assets/pdfs/casestudy.pdf
11. http://www.inc.com/guides/201105/7-ways-to-improve-employee-satisfaction.html
12. http://www.sjm06.com/SJM%20ISSN1452-4864/6_1_2011_May_1-121/6_1_85-96.pdf
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“Role of Stress among Working Women”
Research, Review and Further Issues
Dr. Prof. Sayalee Gankar1,

Director, Professor, MITCOM, Pune
Smt. Anita S. Kumar2 ,

Associate Professor, SNDT Home Science, Pune.
Prof. Sudhir Rane

Director, International Education Centre, Pune
_________________________________________________________________________________
In recent years, the problem of job stress has received an inordinate amount of attention in the literature of management
and management psychology. Despite of attention, job stress continues to take its toll by shortening careers and
diminishing effectiveness.
Stress is a major threat to employee wellbeing and performance and an inescapable aspect of modern working life.
Stress has been used by researchers as a strain variable and also a condition in which an internal or external demand
exceeds persons’ coping abilities. In the past and present, job related stress includes various events and conditions at the
work place.
Job stress is of growing concern because it leads to psychological and physical problems for the employees. The problem
of stress in women is an important aspect of the process of social change in India. Until recently the relationship between
work and family did not generate interest among organizational psychology in India.
In India, organizations have been designed on western pattern where family always remains secondary to work (Gupta
1999). In the past two decades, not only Indian families have undergone structural and functional changes but also gender
roles are changing. Still it is the women who are expected to accommodate their careers to fit their families (Karambayya
and Reilly, 1992). Full time employment is an added responsibility for women, and poses a great challenge to dual career
women. Balancing work and family demands becomes arduous (Muchinsky 2000) and has far reaching implications for
people and society. Career women assume multiple roles leading to stress.
As the number of dual career women is increasing in Indian organizations, a review of studies would be informative to
examine work related stress, work family stress and would be responsive in designing measures and scales to balance
work and family domains. Attempts have been made to trace the particular stresses which are dominant among working
women. Some Indian studies on stress, related to different populations of working women are presented here:
 Surti (1982) - studied the psychological correlates of role stress in 360 working women belonging to different
professional groups such as researchers, doctors, nurses, social workers, school, college and university teachers, gazette
officers, bank employees & women entrepreneurs. Total role stress was experienced most by nurses followed by bank
employees. This could be explained by the routine jobs that they have to perform.
No significant differences were found in any type of role stress with age, birth order, educational level, family related
variables, promotion, length of service, experience in organization, distance of work place and mode of conveyance.
 Tharakan (1992) – hypothesized that professional and non professional working women would differ in their job
related stress and level of job satisfaction. A sample of 90 technocrat working women (doctors, engineers and lawyers)
were compared against 90 non technocrats (clerks, officers and lecturers) on these variables. The relationship between
occupational stress and job satisfaction were found to be significantly associated with the professional qualifications of
the women. Professional working women experienced greater work related stress than nonprofessionals because the
expectations of the former were higher than those of the latter.
_________________________________________________________________________________________________
 Sekhar (1996) – explored job stress, job anxiety, helplessness and job burn out among 120 nursing personnel from
Corporate, Government and University hospitals.
Result revealed that type of hospitals affected job stress and job burn out experiences. University hospital nurses
experienced lower job stress and burn out than the other two groups. Further the above experiences were significantly
affected by the number of patients nursed.
 Pareek and Mehta (1997) – compared three groups of working women viz; gazette officers, bank employees and
school teachers. Sample consisted of 150 working women in Jaipur city to study the types of role stresses experienced.
The main findings can be summarized as, bank employees & gazette officers scored higher on all dimensions of role
stresses as compared to school teachers. Significant differences were seen between gazette officers and bank employees
on dimensions of inter role distance, role stagnation, role ambiguity and role overload.
 S. Mathur (1997) – studied the psychological and organizational correlates of role stress in 400 working women
belonging to different professional groups as doctors, school and college teachers and bank employees. The silent
findings of the study were:
 Inter role distance and role overload were more dominant as compared to role expectation and role ambiguity.
 Doctors ranked higher on all dimensions of role stress as compared to the other groups.
 Role efficacy was found to be inversely associated with all dimensions of role stress.
 Job satisfaction was negatively and significantly associated with all dimensions of role stress.
 Daga (1997) – examined the influence of social family role stress and social support on quality of life among 300
working women belonging to 3 occupational groups of clerks, teachers and doctors. The findings were:
 Quality of life is correlated negatively and significantly with social family role stress in all three groups.
 Social family role stress was positively and significantly correlated with social support in all three groups.
 Clerks scored higher on both the variables as compared to doctors.
 Significant differences were observed among all the three groups.
 Pattanayak and Mishra (1997)- studied to identify occupational stress and role conflict problems among 120
working women from services sector. Two categories of employees viz; executives and assistants were studied. The
following conclusions were obtained:
 There was no significant difference between executives and assistants on total occupational stress.
 There was a statistically significant difference between the two groups of role conflict.
 Kumar and Murthy (1998) – examined the stressors, strains and coping strategies in a group of 100 women
managers of a public sector company.
The results indicated that most frequently experienced stressors were office politics, conflict between work and home,
travel to work place, lack of opportunity and challenge, and child care problems. The major strains experienced were
anxiety, tension, fatigue, lack of concentration, irritation, physical health problems in rank order.
The most frequently used coping strategies included talking to spouse, friends, parents, superiors, colleagues about the
problem, followed by efforts to increase knowledge, information , withdraw physically from a situation for a while,
engage in socio cultural, religious activities and engage in physical exercise / yoga / meditation.
 R. Kapur (1969 – studied the problem of role conflict among employed housewives from a sample of 130 values,
motivation to work and job satisfaction.
The findings indicated that employed housewives who were more satisfied with their jobs were likely to experience less
role conflict and vice versa.
Employed housewives who held more traditional social values and whose primary motivation to work was to earn money
were likely to perceive a higher degree of role conflict.
Working women felt that their professional roles interfered with their family role performance, particularly in the mother
role followed by social and wife roles. However, it was not found to affect their physical and mental health.
 A. Gupta (1982) – carried out a study on 120 working women to analyze stress and its effect on marital adjustment.
The dual responsibilities of work and home call for multiple roles which put great strain on working women affecting
their capacity to make marital adjustment. The sample consisted of 3 teaching categories as school teachers, lecturers and
doctors employed as teachers in medical colleges. Variables such as income, education and occupational status of
husband and wife were studied in association with marital adjustment. Data analysis revealed a significant association
between marital adjustment and the variables.
Another study was carried out carried out by
_________________________________________________________________________________________________
 Gupta & Murthy (1984) – analyzed role conflict and coping strategies of Indian women. The study was divided into
two procedural phases.
In the first phase the type and quantity of workload (household & job workload) of 360 married, unmarried, working
and non-working women was measured. The sample included doctors, nurses, managers, clerks, professors and lecturers
(3 occupations – medicine, administration and education) from 16 localities of Bangalore.
In the Second phase a structure interview schedule was used to assess the demographic detail of respondents. Such as
work commitment, perceived attitude of significant, others life satisfaction, type of role conflict & coping strategies.
The results indicated that role conflict was higher among:
 Women with a heterogeneous workload than homogeneous workload.
 Non graduates or post graduate women.
 Women, who played many life roles, had preschool aged children and were at “Peak” stage of family life cycle.
 Women who perceived the attitude of significant others as non supportive
 Women who worked for economic motive, lived in joint families, had low work commitment, low need for
achievement and were non traditional in their attitude.
On the basis of these findings the author feels that further research should focus on the dynamics of both, stressed and
role conflict experience by working women. So that stress intervention and prevention programmes can be designed to
promote the psychological well being of working women in India.
It is suggested that since working women are engaged in dual roles i.e. as workers and home makers, emphasis should be
given to management of family and job stressors so that, they can maintain their quality of life and adjust with family
members & workmates. Greater attention is required to design work setting in organization for providing effective
support system to reduce the stresses emanating from family and society.
Further Issues: Concluding comments
At present the role of organization culture is very crucial as it effects very strongly how demands of work family domains
would be experienced and manifested in Indian scenario.
Family as an institution is very important and people make all sorts of efforts to achieve domestic happiness. Therefore
 Organizations have to include “family” in the strategic planning of the organization.
 Organizations need to be family, friendly in order to retain and motivate the best people. This could minimize
the negative consequences of work family conflict and generate positive spill over between work and family,
domains manifesting positive organizational behavior and commitment.
 Family friendly policies such as flexi-time, telecommuting, child care facilities etc; are needed at the work
place. Some organizations are sympathetic towards this issue but it has not been institutionalized.
 Organizations should be more transparent and based on performance reward linkage to ensure employee
commitment.
 Women do not actualize their full potential because of their concern about balancing both work and family
roles. Are women also responsible for perpetrating these role conflicts?
 Support from family members assumes great significance if work and family roles have to coexist.
 Organizations can not create drastically different policies for women. Women need to realize these constraints
and not expect extra privileges.
 Women need to rethink about their lives and work out their dilemma in the way they think is the best. They
must learn to take decisions, set priorities, take initiatives, cope with problems and accept responsibility of their
own lives.
 Certain broad areas for training are suggested for women employees. Such as skill based training on computer
applications, team building, personal development for increasing overall effectiveness.
 Rotation of job would break the monotony and encourage exposure and career growth. Hence rotation of jobs
should be encouraged.
 An organizational approach with flexibility in time, leave policies and job sharing will find considerable
acceptance if implemented.
Professionally managed child care facilities (on site) become a prerequisite for women to contribute effectively
and to reduce the rate of absenteeism and turnover. It should facilitate reentry of women after availing maternity
leave.
_________________________________________________________________________________________________
 Several schemes should be evolved by the organizations to address work family dichotomy and to ensure least
stress experienced by women. These mechanisms need to be tailored to meet individual and organizational
requirements and it is best left to the organizations to work them out.
By and large, India has a long way to go in designing innovative human resource policies to accommodate family
life of women employees.
References:
1. Archana Vashishtha and PC Mishra, “ Occupational stress and social support as Predicators of organizational
commitment, journal of psychological studies, National Academy of Psychology India, 2004, Volume 49, Nos.
2-3, Pg. 202 – 204.
2. D.M. Pestonjee, “Stress and Coping”. The Indian Experience, Second edition, Sage Publications, New Delhi,
1999, Pgs. 175 – 190.
3. D.M Pestonjee and Udai Pareek, “Studies in organizational role, stress and Coping”, Raw at Publications,
Jaipur & New Delhi, 1997, Pgs. 262 – 270.
4. D. M. Pestonjee and Udai Pareek and Rita Agarwal, “ Studies in stress and its Management,” Oxford & IBH
Publishing co. Pvt. Ltd, New Delhi, Calcutta 1999, Pgs. 47-58 , 74-88, 117-129, 159-163.
5. M. G. Shahnawaz and Nasir Ali, “Work Family Conflict and Organizational Commitment among Dual Career
Women.” Journal of Psychological Studies, Vol. 52, No.3, National Academy of Psychology, India, 2007 Pgs.
248 – 252.
6. S. Gayatri Devi and K.V. Kaliappan,”Behaviour Therapy in managing stress and tension, headache among
women working in Banking Industries.” Indian Journal of Applied Psychology 1997, Vol. 34, No. 1, Pgs. 39 –
46.
_________________________________________________________________________________________________
Talent Management: Practices & Prospects
Rajesh Kumar Pandey
_________________________________________________________________________________________________
Abstract:
“Talent Management” has become the motto of the Industry. It has gained the never before momentum in the
today’s Organisational context. Talent Management is an Organization's commitment to recruit, retain, and develop
the most talented & superior candidates available in the job market. It does give managers a significant role and
responsibility in the recruitment process and in the development & retention of superior employees. Primarily
from Talent Management perspective we look into the performance and potential of the Employees. Traditionally
in the Employee Attitude & satisfaction surveys, the areas covered used to be Job Satisfaction, compensation, career
opportunities, working conditions etc. However with time the trend is changing as today’s survey also includes areas
like understanding business strategy & Organisational direction, Goal alignment, customer focus, quality of life etc.
An Organisation committed towards Talent Management aspects will ensure that the Organisational set up
supports this modern outlook of People Management. The proponents of the thought that Talent Management
leads to the success of the Organisation, believe in adopting practices that are inclined towards betterment of the
Employees. In order to gain the desired results, Organisations have to focus on the Skill set development &
Competency Management that leads to tapping talent in the workforce. Amidst all the importance & significance
of the concept, this paper attempts in highlighting the various practices adopted towards Talent Management by
the Organisations. The paper further highlights the various prospects of the Talent Management. The Researcher
has considered responses of the randomly selected working professionals from the Organisations in the region of
the Union Territory of Dadra & Nagar Haveli. The study facilitates the understanding of the core concept of Talent
Management in the light of the Organizational perspective.
Key words: Talent Management, Competency Management, Talent Magnet, Succession Planning
Introduction:
Management aspects are deep rooted in the Organisational context and majorly the management is required for the
FOUR M’s i.e., Money, Materials, Machine and MEN. The Human Resource is considered as the most vibrant element
of the all the resources used in the Organisations. One of the important measures of Human Resource is their capability
to perform. The Individuals perform based on their Learning, Experience, Competencies and more over based on their
Talent that assists to gain all these three (Learning, Experience, Competencies). Pertaining to Human Resource
Management it all starts with appropriate hiring leading to satisfactory performance while ensuring adequate measures to
retain the work force. Talent has become measure criteria in terms of a candidate’s recruitment & existence in the
Organisation. While an Individual shall always have the impetus to gain more of Talent, however it has become a prime
importance for the Organisation to judge the proper talent and take every measure to ensure enhancement of Talent in the
_________________________________________________________________________________________________
Employees. Talent Management in the Organisational Context is the commitment to recruit, retain, and develop the most
talented & superior candidates available in the job market. Hence the task starts with Recruitment and probably never
ends.
The idea of managing talent is not new. Decades ago, it was viewed as a marginal responsibility best relegated to the
personnel department. Now, talent management is an organizational function that is taken far more seriously. This
emphasis on talent management is to be expected given that, on average, companies now spend over one-third of their
revenues on employee wages and benefits. An organization can create a new product and it is easily copied. Lower your
prices and competitors will follow. Go after a profitable market and someone is there to follow you, but one has to be
careful to avoid making initial mistakes. But photocopying a high-quality, highly engaged workforce is nearly
impossible. The ability of hiring, retaining, deploying and engaging talent at all levels is really the high-quality
competitive advantage an organization will look forward to in its business domain. The Talent Management practices
have the potential to enhance the capabilities of the overall work force and the prospects of Talent Management ensure
the success of the Organisation.
Research Design:
Talent Management: Practices & Prospects is a Descriptive and Exploratory research paper with an Analytical study by
the help of Primary Data collected through a structured questionnaire. Random sampling technique was followed with
samples of 100 respondents from both Manufacturing & Service sector representing different strata of age group &
tenure at the Organisations were approached for the survey. The Literature Review and Theoretical understanding was
gathered through Secondary data in the form of the related books, magazines & journals and Websites listed in the
references section of the Paper. The Scope of the study is the Employees at the Organisations in the region of the Union
Territory of Dadra & Nagar Haveli. The Researcher has considered the Industry at Large rather any specific
Organisation which may be a major limitation of the study.
Literature review:
Talent Management is an essential aspect in Organizational Context. It can be referred as an important measure to value
Human Capital at the Work place. There has been literary work done in this regard and the following sources have been
referred by the Author to construct the overall paper on Talent Management – Practices & Prospects.
V. V. Ramani through the Book Effective Talent Management has compiled the literary work of various authors on the
theme Talent Management. In the words of Parish Mishra the common reason for attrition today is shaping out to be the
dissatisfaction with the Bosses. The article emphasizes on the essence Tapping Talent so as to retain them further.
Gregory C Kesler talks about the Succession planning aspect at the Organisations. In his words, “People are certainly the
most valuable assets at the Organisation. But a market where competition for Managers is growing rapidly, attracting,
developing and retaining key executives is possible through a critical weapon called Succession Planning”. P V L Raju
attempts to establish the Talent Management Strategies. In his words, “The Competitive advantage for the firm is
unmistakably through the quality of the work force”. Jeanne G Harris & Anne Donnellon through their Paper have
_________________________________________________________________________________________________
emphasized on the fact that the Organisations may have to become Talent Magnet in order to achieve essential capability
for retaining talent.
Garima Bardia in her Paper Making Talent Count has mentioned that out of the FOUR M’s (Money, Machine, Material
& Men) only the 4th M i.e., Men that cannot be replicated and can be taken as a lasting weapon of competitive advantage.
The Author suggests that with increasing globalization and proliferation of competitors, it is the responsibility of the
Organisations to make, build and nourish their talent pool that decides their survival in the long run.
Dr. Pranab Kumar Bhattacharya through his article on Talent Management: an Agile Edge over Competition considers
that in today’s highly competitive global economy, the war for talent has transacted regional & national boundaries and
has evidently become global. He is proponent of the fact that in order to enhance Organisational Efficiency, talented
employees must be provided with the liberty for change, challenge and creativity at the Workplace.
Talent Management:
Talent Management is an Organization's commitment to recruit, retain, and develop the most talented & superior
candidates available in the job market. It refers to the skills of attracting highly skilled workers, of integrating new
workers, and developing and retaining current workers to meet current and future business objectives. The process of
attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic
importance, has come to be known as "the war for talent”.
Development Dimensions International (DDI) defines talent management as a mission critical process that ensures
organizations have the quantity and quality of people in place to meet their current and future business priorities. Talent
Management is also known as HCM (Human Capital Management). The Oxford Dictionary defines Talent as a natural
ability or skill. This conceptual definition curtails the scope of acquiring Talent however the growing aspirations and
anxiousness of Human force makes this concept as a learning tool for Individuals and Organisations at large. Talent is a
natural ability but may be acquired as well
Cultivating talent is about making people undergo training & development activities and embedding learning &
knowledge sharing into the fabric of day to day business operations. No wonder that the Organisations today prefer
different ways of imparting training & executing developmental plans. The Survey conducted for the study highlights
that 63% of the respondents (Graph 6) consider Training & Development as the major source of enhancing skills. To
accomplish appreciating results in the Organisations we require thought leaders who can transform opportunities in the
Human capital to possibilities. Effective leadership style leads the operations to success. The survey suggests that
majority of the respondents (50%, Graph 3) experience both Autocratic & Participative leadership styles in the
Organisation.
Careful planning is required for Talent Management to become deep rooted in an Organization’s culture & practices. A
fair Talent Management planning benefits both the Organisation and the Employees. The survey suggests that 53% of the
respondents experience Training programmes as the part of Talent Management aspects at the Organisation with 18%
respondents indicate Job delegation. The other possible aspects of Talent Management at the Organisations may include
Employee Counseling and Educations tie ups (Graph 2). The key benefits that an Organisation fetches through these
_________________________________________________________________________________________________
aspects includes boost in the Productivity level, possible reduction in attrition figures, synergy between the stakeholders
& growth of the human capital assets. The Employee reaps the benefits in the form of better growth prospects,
enhancement of their skills, self motivation and over all satisfaction from the work. Talent Management encourages the
affiliation & recognition of the Employees with the Organisation.
Talent Management: Significance
In the Organisational Perspective Talent is termed as the optimization of an inherent potential attained through the
Organisational efforts. There is a paradigm shift experienced today in the approach of the Organisations. The
Organisations today look forward to Solution of Problems from Marketers rather just selling the products. A production
manager today concentrates on Innovations in operations & enhancement of productivity rather only manning the
operations. A Finance Manager today emphasizes more on learning & understanding of the capital management rather
only earning revenues and the overall Organisation today looks beyond the possible & meets the impossible through
product innovations, qualitative outputs & competitive instincts. The all round grooming of the Employees leads to
success. The survey conducted for this study stated that 74% of the respondents (Graph – 5) received both personal &
professional grooming at the Organisation, which certainly is an impressive approach. The Organisations today require
highly productive employees who are multi skilled, Self Motivated and possess out of the box thinking quality. This
outlines the significance of the Talent Management at the Organisations.
The Talent Management is the need of the hour for the Organisations. Since ages we have been listening to the corporate
leaders suggesting that Human capital is their greatest asset. This statement has to be backed by effective actions
towards developing the assets i.e, Human Force. The significance of the Talent Management may be understood with the
fact that no other resource has gone through such revolutionary changes and transformations as the Human Resource in
the recent past. A sudden rise in the prominence and centrality of the HR functions in Organisations is a result of such far
reaching changes in relation to Human Capital. The diversity in the Job Profile and purview of the work force is
experiencing progressive change on regular intervals. Hence the HR professionals are expected to perform beyond the
obvious i.e., not just identifying & attracting the relevant talent but they are also expected to nurture, groom and retain
the Employees so as to achieve the Organisational Objectives. The war of talent may be tackled with this approach of
being the best in every eternal process associated with the Human Resource. Talent Management has become a vital
preposition in the essence of an Organisation. The following aspects further highlight the significance of the Talent
Management:
 Cost Constriction:
HR Management is gradually becoming the centre attracting more of the cost pertaining to recruitment, training,
retention, motivation etc. The fear for the Organisation gets established when trained employee leaves the
Organisation. The Cost Constriction is that part of the management aspect where you have the fear of losing
hence safe guarding the cost is very essential. The Talent Management aspect assists right from hiring till
retention of the Individuals.
_________________________________________________________________________________________________
Exhibit- I:
Agree & The study was intended to
Snap Shot
Highly establish opinions on the
of the Questions to Respond
Agree relevant attributes pertaining
SurveyzSr.
Responses to the Talent Management
No
aspects. Work life Balance is
I am completely aware of the Organization’s an essential aspect towards
1 80% Talent Management. The
Objectives, Mission & Vision
analysis highlights a good
2 I get challenging tasks at my Organisation 71% 44% respondents do not find
a proper work life balance,
My annual goals / Targets at work are defined & which shall eventually affect
3 73%
explained by my supervisor their performance. A
significant portion of 33%
My performance appraisal motivates me to do
4 72% respondents lack growth
better job
opportunities in the
Employees get an opportunity to get trained in the Organisations. Referring to
5 66% the concept of Talent
area they need improvement
Management, the best
Growth opportunities are available for employees observation in the survey
6 67% was pertaining to awareness
at my Organisation
of Objectives, Mission &
My Job profile at present matches the job Vision, where in 80% of the
7 82%
description considered while hiring me respondents agreed that they
are aware of the Objectives,
I find a proper Work-life balance between my Mission & Vision.
8 56%
personal & professional life
Note: The survey results
Reward & Recognition (R&R) scheme at the here are a representative
9 72%
Organisation boosts my Morale figure and may not be
exhaustive in nature.
I am provided with necessary labour welfare
facilities like drinking water, Wash rooms
10 74%
(Toilets), Lighting, First aid, canteen facility,
spittoons etc.
I am overall satisfied with my job at the

11 74%
Organisation
Table – 1
 Rein in Attrition:
Attrition in the Organisations today is the real time trouble. To curtail the Attrition numerous efforts have been
taken in the Organisations in the form of Retention techniques. One of the major techniques is the employee
engagement either on the job or off the job. The employees get acquainted to challenging atmosphere that
_________________________________________________________________________________________________
eventually enhances their potential. Their inherent qualities & skills get a boost leading to effective Talent
Management for the Organisation.
 Customer Relationship:
The Employees are considered as the face of the Organisation. A set of well equipped Employees in terms of
their abilities & potential helps the Organisation to meet the Public Relation (PR) commitments. Talent
Management helps in this respect. It emphasizes on the fact that the hidden potential of the Employees have to
nurtured in order to get the best of the performances on the shop floor as well as off the shop floor.
 Sustainability:
The highly competitive environment in the Industrial segment today highlights the importance of distinctive
strategies. Along with all the resources at the Organisation, Human resource also needs to be nurtured to achieve
the distinctive feature. A business sustains its growth & prosperity when the mind behind the business grows.
Organisations today have the art of delegating the job that leads to more of belongingness in the Employees.
Talent Management supports the sustainability factor for Organisations.
Significance of Talent Management
Cost Constriction
Rein in Attrition
Customer Relationship
Sustainability
Chart - 1
Tapping the Talent: Talent Magnet
Talent Spotting is more of an Art than science. The Prime challenges that an Organisation faces in the current scenario is
finding, nurturing and retaining the right people with the right skills. In consideration to the significance of the Talent
Management in Organisational context, there is need for leaders in the Organisations who can think strategically, engage
itself enthusiastically with all stakeholders, take ownership & accountability and have that competitive edge in its Human
Resource that results in a significantly higher impact on Organisational productivity, profitability and success.
The Organisations will have to become Talent Magnets. A Talent Magnet Organisation shall attract and retain great
employees because they satisfy the key human needs that influence performance & loyalty. The ability of the
Organisations to anticipate the expectations of the Employees will enable the talented to stay with the Organisation
_________________________________________________________________________________________________
which is a kind of magnetic bind. The Talented Resources may be difficult to manage but the efforts taken in this
direction earns the laurels in the long run. The assessment of the Potential in the Human Resource at the Organisations
will have to undergo specific tools & technique which is possible through an Effective Talent Management strategy &
processes.
Effective Talent Management:
Business
Strategies
Performance Sound
Appraisal Recruitment
Policy
Effective Talent
Management
Competency
Management
& Gap Career
Analysis Planning
Succession
Planning
Chart 2
The Effective Talent Management will have to undergo the following exercise in order to achieve the desired level of
human excellence at the Organisations:
 Business Strategies:
The Individual goals at the Organisations need to be aligned to the business goals in order to reach the desired
results. As per the survey 80% respondents (Table 1) were aware of the Organization’s Objectives, Mission &
Vision, which signifies a positive sign. The strategies adopted by the Organisations especially People related
strategies majorly defines the internal progress of the Organisation. The strategies differ as per the strength and
aspirations of the Organisations. People development and progress may be the centre of the business strategies
to boost the Talent Management aspects at the Organisation.
 Sound Recruitment Policy:

Recruitment is the first touch point of the employee with the Organisations. A sound policy in this regard shall
lead to future gains for Organisations. In modern days Organisations, Employee referrals are the preferred
_________________________________________________________________________________________________
source of Recruitment. It gives a feel of belongingness to the Employees as well and they refer the best of the
breed for recruitment. Talent Management becomes pretty achievable when the hiring goes hand in hand with
the business strategies & policies.
 Career Planning:
Career planning is one important aspect of human resource planning and development. It is the process by
which one selects career goals and the path to achieve these goals. In the Organisational context it is the
Employee’s Career that the Management plans and develops a module to empower the Employees. Career
planning also termed as Career Pathing involves core process of determining the pathway for the Employees to
grow and mature in the Organisation with added flavor of qualification, competency and job excellence. Some
of the major ways of career planning includes Internal Job Postings (IJPs), Educational Tie ups, Training &
Development, Goal setting exercises etc. Effective career planning proves as a catalyst to Talent Management at
the Organisations.
 Succession Planning:
Succession planning is to Identify, develop and make the people ready to occupy higher level jobs as and when
they fell vacant. Organisations appraise employee potentialities, identify training gaps and develop them for
higher & varied jobs. A proper mentoring helps in developing subordinates and employees at lower level and
make them eligible for higher level jobs. Succession planning helps in boosting the morale of the employees and
enhances the overall productivity at the Organisation. It is one effective way to tap the talent and nurture the
same leading to Employee excellence.
 Competency Management & Gap Analysis:

Competency Management relates to the supervision of the skills & abilities in Employees. It further relates to
creating a proper balance between abilities & capabilities of Employees on one hand and their tasks on the other
hand. Competence Management has to be exercised periodically and in a structured manner. The current Gaps
and Potential improvements in the performance of the employees need to be addressed. Such efforts lead to
effective people management pertaining to their contribution in Organisational success. This paves the path
towards effective Talent Management. While an Employee may enhance the skills & abilities through Tenure
and Experience however as per the survey 63% of the respondents (Graph-6) have considered Training &
development as the key measure for enhancement of skills. A established Gap in the Performance shall get
tackled through Competency Management exercise which in turn shall signify the essence of Talent
Management.
 Performance Appraisal:
Controlling is an essential aspect of Management function. Performance Appraisal (PA) is a kind of controlling
measure with respect to the tasks & job assigned to the Employees. PA exercise helps in recording the
observations from the performance of the employees and a periodical feedback mechanism helps in rectifying
deviations, if any, and enhancing the performance. It is a good opportunity for an Employee to interact with the
Supervisor & Skip and seek feedback to further improve the performance. As per the survey a good 84% (Table-
2) of the respondents have experienced PA in their Organisations and nearly 65% (Table-3) experience it on a
_________________________________________________________________________________________________
Yearly basis. A true dedication by the Employer towards PA practice show cases their intent towards tapping
the Talent.
Talent Management Practices:
The Industry today emphasizes on building Human Assets through various modes and mediums in order to meet the
Organisational Goal. The literature review in this context highlights some key practices that the Organisations are
adopting towards Management of the Human Talent. These practices have been studied and summarized in the form of
the recommendations through this study as the same shall be equally beneficial for the Industry at large.
Talent Management Practices
Talent Engagemen
Forums t Initiatives
Career Assessment Academic

Manageme Centers Initiatives
nt Matrix
Chart 3
 Career Management matrix

Career Management Matrix is more like defining the career Path of an employee at the Organisation. It initiates
with the preparation of objectives pertaining to the potential career of an Employee at the Organisation &
beyond Organisation as well. Majorly it caters the need of the Individuals with respect to their personal growth.
Career Management Matrix also helps to assess an Individual’s readiness for transitioning to higher levels of
responsibility. Appropriate Training & development is arranged to enhance the readiness factor in Employees.
Such practice ensures engagement of Employees in their career prospects and eventually leads to better
retention.
 Talent forums
A set of Individuals coming together in an Organisation with a problem solving exercise may look like a forum.
However when these members are your top guns having a brain storming session towards critical issues then
such assembly would be termed as Talent Forum. The basic objective here is to ensure the involvement of
Employees in resolving potential future bottlenecks.
_________________________________________________________________________________________________
Exhibit – II: Snap shot of the Survey
Table 2
Table 3
Table 4
 Assessment Centers
An assessment centre is a predefined exercise encompassing the requirement of a venue designated for the
development activity of the Employees pertaining to Management Roles & Responsibilities. The selection of
candidates for the Assessment Centre meets is based on their departmental nominations and a variety of
techniques including interviews, examinations and psychometric testing form a part of such assessments. All
these efforts lead to determination of the future leaders at the Organisation. In the recent past assessment centre
techniques have contributed a lot to the Developmental programmes for the Organisations. Leading
Organisations like IBM, GE, IT giants like Infosys, ITeS companies like WNS, EXL, they all have taken the
path of Assessment centers.
 Engagement Initiatives
Employee Engagement is a leading practice in the Organisations. It is high time that the Employers Treat
employees as wealth co-creators, and see employees as partners in the business and help them achieve the
satisfaction of creating and fulfilling new areas of business acumen. The Organisations may create peer partners
and mentors who care & nurture relationships in terms of quality rather than quantity of time together and who
take care of the emotional needs and need for involvement of employees. The HR function through the People
Management aspects may further define the Engagement bracket and lead the Employees to success.
_________________________________________________________________________________________________
 Academic Initiatives
The Organisations today have realized the importance of the Academic inclination. Especially the IT and ITeS
have taken this initiative very effectively in order to get the Employees earn more of Academic qualification.
This helps majorly as the retention policy in the Organisation. The Educational tie ups are established with
leading Institutions primarily imparting management education or the technical skills. The Employees receive
financial back up from the Organisation and in exchange the Employers get a better qualified resource over a
stipulated period of time. This entire process creates an emotional as well as professional bonding between the
Employee & Employer.
These practices today are the fundamental practices that may lead to ample of Talent evolution in the Organisation.
Today as part of the Talent creation & retention techniques, Organisations have come up with further practices like Flexi
Timing for the Staff, Operate from Home (OH), Project based work, innovative appreciation tools, advance Pay for
Performance (P4P) schemes, separate personal & professional grooming sessions etc.
Inclination of Talent Management Talent Management Aspects at the

Initiatives Series1, Employee Organisation
Series1,
Fresher Counsellin Other,
Series1, at Work, g 3%, 3%
Series1,
13%, …
Both 16%
Tenured
Freshers
Staff,
&… Series1,
17%,… Series1, Training
JobEducatio Programm
Delegatio
nal Tie e
n, 18%,ups,
… … 53%
Graph 1
Graph 2
Leadership Styles at the Organisation Decision Making Opportunities at the
Series1, Series1, 75% Organisation
Both Participati
Participati ve, 34%,
ve &… 34% Series1,
Project /
Series1, Job Series1,
Autocratic Owner… Other,
, 16%, 6%
16%
Graph 3 Graph 4
_________________________________________________________________________________________________
Prospects of Talent Management:
Talent Management has a definite future and shall always lead to better prospects. Some of the possible prospects of the
Talent Management are highlighted below:
 Internal Customer Delight

Talent Management is aimed at taping, nurturing and enhancing human excellence at the Organisations. The
Employees get delighted with their progress as the same gives a boost to their confidence as well as gets
associated to the confidence of their immediate society i.e., Peer group, family, friends etc. Just as a delighted
customer adds a great deal of benefit to the revenue generation process of the Organisation, similarly the
Internal customer i.e., the employees once delighted with their stay at the Organisation add a definite value to
the growth of the Organisation. Talent Management shall have a direct link to the growth prospects of the
Organisation.
 Business Sustainability
In this volatile competitive business environment, the best way to survive is to enhance your domain expertise.
While the Organisations today continue to improve their technical excellence however the Human Resources
still are the center of all excellence. It’s the people who bring innovation, it’s the people who make policies that
combat competition, it’s the people who help the companies to sustain growth & practice excellence. Human
mind is behind the success of the Organisations and hence developing Human Resource through identifying
their inherent qualities, skills and nurturing the same is utmost important for business sustainability. Talent
Management shall be the leading practice towards sustaining businesses in future.
_________________________________________________________________________________________________
Prospects of Talent Management
Internal Business
Customer Sustainabilit
Delight y
Brand Value Boost to
Augmentatio Economy
n
Chart 4
 Brand Value Augmentation

Talent Management shall lead to an Organisation with a Human force that meets every odd of businesses. An
Organisation that survives in uncharacteristic atmosphere, a business that meets competition with open mind &
true relevance eventually wins establishes its brand for the Long Run. The leading conglomerates like TATA,
Reliance, Godrej and many more have maintained their respective brands for years now. The massive credit
they would possibly give to their success is the people management aspects at their Organisation. The
enhancement in people’s skills at the Organisations leads to creation and maintenance of the brand value. Talent
Management will ultimately lead to the augmentation of the Brand value of an Organisation.
 Boost to Economy
Today we struggle to reach even closer to the double digit figure of growth rate in our country, currently less
than 6% (Averaging at around 7.37% during the last decade - http://www.tradingeconomics.com/india/gdp-
growth). We look into all the political & commercial reasons behind the economic status. One has to understand
that the Human brain is always behind any growth in the Economy. A country in these Modern days builds
_________________________________________________________________________________________________
overall economy majorly through the technological innovations made possible by its Human Intellect. Talent
Management shall lead to growth of skilled Man Power delivering results suitable for the Business, relevant for
the Industry and appropriate for the economy.
Conclusion
Talent Management essentially is a key business process which converts a set of inputs into desired outputs. It is aimed
to develop team capabilities through nurturing individual capacities.
In order to enhance Organisational efficiency talented employees must be provided with the Liberty for change,
Challenge and creativity at the Workplace. As organizations continue to pursue high performance and improved results
through Talent Management practices, they are taking a holistic approach to talent management- from attracting and
selecting wisely, to retaining and developing leaders, to placing employees in positions of greatest impact. With rapidly
changing skill sets and job requirements, Talent Management becomes a progressively more difficult challenge for
Organizations. Implementing an effective talent management strategy may help to ensure that the right people are in the
right place at the right time, as well as ensure Organizational readiness for the future. Businesses have bright prospects
with Talent Management as their key practice towards achieving human excellence at the Org anisations.
Talent Management activities intended

towards:
Series1,
Both
Personal &
Profession
Series1, al… Series1,
Profession Employees participation
Sports
Series1,in
Series1, (Indoor/
Personal
al Activities other than Work
Outdoo
Confere
Grooming, nces,
Grooming, 20% r), 35% Series1,
30%
6% CSR,
24% Series1,
Other,
11%
Graph 5
Enhancement of Skills through

Series1,
Other, 5%Series1,
By Graph 7
Experienc
Series1,
e, 22%
By Tenure,
Series1,
10%
Training &
Developm
ent, 63%
Graph 6
_________________________________________________________________________________________________
Addendum
List of Tables, Charts & Graphs:
Tables, Charts & Graphs No.: Minutiae
Table 1 Exhibit – I: Snap shot of the Survey
Table 2 Exhibit – II: Opportunities at the Organisation
Table 3 Exhibit – II: Frequency of Performance Appraisal at the Organisation
Table 4 Exhibit- II: Modes of Appreciation at the Organisations
Chart 1 Significance of Talent Management
Chart 2 Effective Talent Management
Chart 3 Talent Management Practices
Chart 4 Prospects of Talent Management
Graph 1 Inclination of Talent Management Initiatives
Graph 2 Talent Management Aspects at the Organisation
Graph 3 Leadership Styles at the Organisation
Graph 4 Decision Making Opportunities at the Organisation
Graph 5 Talent Management activity’s Focus
Graph 6 Enhancement of Skills through
Graph 7 Employees participation in Activities other than Work
Bibliography
Books & Magazines Referred:
1. Effective Talent Management by V. V. Armani published at The ICFAI University Press, 2004
_________________________________________________________________________________________________
2. Innovation in Tapping Leadership Talent by Ratish Jha published in HUMAN CAPITAL, Vol. 16 No. 1, June
2012
3. Talent Management An Agile Edge over Competition by Dr. Pranab Kumar Bhattacharya, published in IUP
Publications, HRM Review, May 2011
4. Making Talent Count by Garima Bardia published in IUP Publications, HRM Review, August 2010
Webliography:
5. http://www.taleo.com/researcharticle/what-talent-management
6. http://www.halogensoftware.com/resources/reference-library/talent-management-during-downturn.php
7. http://humanresources.about.com/od/Strategic-HR-Management/qt/best-talent-management-practices.htm
8. http://www.tradingeconomics.com/india/gdp-growth
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Creating Recession Resistant Organization
Mrs. Rashmi Datar
Hirachand nemchand college of commerce solapur.
E-mail: rashmi.sachin17@gmail.com
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Abstract
A significant decline in activity across the economy, lasting longer than a few months it is visible in industrial
production, employment, real income and wholesale-retail trade. The technical indicator of a recession is two
consecutive quarters of negative economic growth as measured by a country's gross domestic product (GDP).
Recession is a normal (albeit unpleasant) part of the business cycle; however, one-time crisis events can often
trigger the onset of a recession. As a result of such a wide-spread global recession, the economies of virtually all
the world's developed and developing nations suffered extreme set-backs and numerous government policies were
implemented to help prevent a similar future financial crisis.
A recession generally lasts from six to 18 months, and interest rates usually fall in during these months to
stimulate the economy by offering cheap rates at which to borrow money.
It is a biggest challenge before the organization to survive in the recession period. Many a times is becomes almost
impossible for the organization to sail their boat. But with little efforts and proper application of management
practices efforts can be made to create a recession resistant organization. Here Human Resource plays a pivotal
role to make the organization recession resistant.
Objectives:
1. To find out the frame work of both the concepts of Global Recession &Indian economy.
2. To find out the literature in getting the foundation of understanding the global economic recession &its
impact on Indian economy.
3. To discuss the causes of global crisis to be experienced by the global economy.
4. To elucidate the nature & scope of practices of Rapid financial innovation& Growing culture of weak
regulation.
5. To know the Emergence of a new economy& Expose of weaknesses in the economy.
6. To evaluate the Global Recession &Indian economy Performance Appraisal is gaining ground Austerity is
the targeted path.
Research methodology is done by applying secondary data. The purpose of the study is to see how the organizations coop
with the recession and how recession affects the productivity In terms of employment and overall growth.
Key words: Recession, resistant, productivity, GDP,
Introduction
Every day the main headline of all newspapers is about our falling share markets, decreasing industrial growth and the
overall negative mood of the economy. For many people an economic recession has already arrived whereas for some it
is just round the corner. In our opinion the recession has already arrived and it has started showing its impact all over.
The near recession in the US and the global meltdown, of course, have its impact on India's high-tech industry, as it is
one of the greatest financial crises of our globalised times. But it also presents an opportunity for Indian services vendors
to improve their market share, while forcing them to diversify and de-risk across sectors and geography.
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Lehman Brothers went bankrupt Sep 15. A day earlier, Merrill Lynch had announced that Bank of America was
acquiring it. A week earlier, US mortgage giants Freddie Mac and Fannie Mae went into federal receivership.
The word 'Recession' denotes a temporary period of economic decline during which trade and Individual activities are
reduced. Till date, the world has witnessed a number of economic recessions that brought the trade market to a standstill
and left the economists and analysts with valuable lessons to be learnt for future. Globalization and liberalization have
contributed a lot in making the entire world a close knit economic unit. In an interconnected global economy recession
and economic turbulence in one part of the world has the potential to disrupt the economies of other countries in a major
way. The economic slowdown in US economy in 2008 caused by the burst of housing bubble engulfed the entire world
in its grip. The financial crisis has not only affected United States of America, but also European Union, U.K and Asia.
The Indian Economy too has felt the impact of the crisis to some extent. Though it is difficult to quantify the impact of
the crisis on India, it is felt that certain sectors of the economy would be affected by the spill over effects of the financial
crisis.
Recession-Meaning
Recession can be defined as a period of general economic decline; typically defined as a decline in GDP for two or more
consecutive quarters. A recession is typically accompanied by a drop in the stock market, an increase in unemployment,
and a decline in the housing market. A recession is generally considered less severe than a depression, and if a recession
continues long enough it is often then classified as a depression. Recessions are generally believed to be caused by a
widespread drop in spending. Governments usually respond to recessions by adopting expansionary macroeconomic
policies, such as increasing money supply, increasing government spending and decreasing taxation.
Impact on India
Why did India suffer so little in the Great Recession that laid low the biggest economies of the West?
There were many factors that saved the Indian economy from dire consequences of the global recession. Indian banks
and financial institutions had almost entirely avoided buying the mortgage-backed securities and credit default swaps that
turned toxic and felled western financial institutions. India's merchandise exports were indeed hit by the Great Recession
but Service exports did not fall - computer software and BPO exports held up well. Foreign direct investment remained
high in 2008-09 despite the global financial crisis.
Table 1: The Institute of International Finance (IIF) Projections for Growth (2008- 10).
World Economy 2% growth in 2008 and predicted to shrink to
0.4% in 2009
USA (World's Largest Economy) 1.3% growth in 2009
Japan (World's Second Largest Economy) 0% growth predicted in 2010
China 6.5% growth in 2009
India 5% growth in 2009
Foreign Direct Investment

FDI inflow experienced a declining trend in the first three quarters of 2008-09, but has shown improvement in the fourth
quarter. The sectors which received major part of this FDI flow are the manufacturing sector (21.1%) followed by
financial services (19.4%) and the construction sector (9.9%). The revival in capital flows witnessed during the first
quarter of 2009-10 gathered momentum during the second quarter of 2009-10
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Foreign portfolio investment In US$ terms, during2008-09, FIIs recorded a net outflow of US$ 15.0 billion as against net
inflows of US$20.3 billion a year ago. However, this trend reversed in the first quarter of 2009-10 with a net inflow of
US$ 8.2 billion and US$ 7.0 billion during the second quarter of 2009-10.During 2009-10, the sharp increase in FII
inflows is attributable to the recovery in domestic stock markets following international trends and the comparatively
better growth prospects in India
A very few large institutions have melted away. They were outsourcing to India, directly as well as through other US-
based services majors who had delivery centres in India. This has of course meant some impact on business for some
time now, new deals have slowed down, and turnaround time for signing contracts has increased there is increasing
pressure on companies to minimize their "bench" - or the currently idle employees. Recruitments thus slowed, and
campus offers stayed pending.
Positive impact on Indian economy is some issues as below:

• Emergence of a new economy
• Expose of weaknesses in the economy
• Cost stabilization in real estate market.
• Rationalization of Salary Structure in IT Industry
• Performance Appraisal is gaining ground
• Austerity is the targeted path
• Best place for outsourcing
• Opportunities for International trade.
How to make your organisation recession resistant?

Talk of economic recession is dominating the headlines and this raises several significant questions, for example: how
can I make my business prospects more secure? Is impending recession a time for more or less creativity? Are there
different, specific techniques to use or issues to consider when developing business ideas against a sluggish economic
background? The threat of a recession can be a time to rethink and strengthen your business. New ideas don’t need to be
expensive, just creative and effective, and this can be achieved by applying certain basic principles. In fact, sustained
innovation can help a business survive and thrive during a downturn. More than that, a recession demands greater
creativity. After all, the solutions of the past are unlikely to survive the pressures of a downturn. So, how do you make
your business recession proof?
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The first point is the most obvious but it is vitally important: prepare for a downturn constantly. If you run a careful,
entrepreneurial business you will be much more competitive during the good times and much better placed to avoid
disruption during periods of uncertainty.
Another valuable point to remember when preparing for a downturn is that there is no magic formula for success, simply
do the essentials well. If you are unsure how well you are managing the most important issues it can help to adopt a
critical, questioning approach, this enables you to focus on the most relevant areas.
Clearly, managing the essentials is a task that varies depending on the size and nature of your business, but there are
several essentials that will apply to most enterprises.
These include:
• Getting the right strategy and business model and then implementing them efficiently
• Showing leadership and getting people engaged, focused on clear priorities and pulling in the right direction
• Staying close to customers and taking care to stay competitive
• Managing costs, risk, finance and cash and focusing on profitability, not just revenue
• Using technology to attract and benefit customers, streamline processes, improve efficiency and reduce costs
• Innovating and striving to remain distinctive. Value and profit comes from providing something that is both
wanted and scarce
• Thinking about the future in two ways. First, by considering where opportunities and threats may arise, and
second, by balancing short and long term priorities
• Prioritizing ruthlessly and do more of the right things, less of the wrong ones
Questioning is a simple technique that can be extremely valuable. Despite this, many executives and entrepreneurs are
often afraid to ask themselves and their colleagues searching questions, perhaps fearing that it will expose weaknesses.
Clearly, this is exactly the reason why it is valuable (and it may explain why ostriches make such poor entrepreneurs).
Simple questions to ask include:
• What works and why? What needs to improve and how?

• What can I learn from others?
• Where are the greatest risks and opportunities?
• What are the priorities?
• What are the most important resources, how secure are they and what can we do to increase or strengthen them?
• What are our strengths?
When it comes to strengths and weaknesses there are two schools of thought. The first says that if the business is weak in
one area then you should spend your time and energy improving the situation (after all, who wants a weak business?).
The alternative view that I prefer is that weaknesses should be accepted, within reason; what is much more important is
the need to play to your strengths and this is where to focus valuable resources. Of course, how you answer this
conundrum depends on your business, situation and style.
Using questioning as a way to develop and improve the business links closely another challenge: the need to be self-
aware, develop your skills and take personal responsibility for making the right activities happen. A large number of
unsuccessful executives claim that they were overtaken by events, and while there will undoubtedly be circumstances and
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reasons why this may happen one suspects that some of the problems relate more to the individual, not simply their
circumstances. The question is how can you best develop your skills?
Also important is the need to look for ways to boost profitability. This can include developing pricing and marketing
innovations, entering new markets, developing product extensions and making cost savings. It may also be worth
considering new commercial options such as partnerships or new sources of capital. The unfortunate tendency during a
recession is to cut costs, and if mishandled this can mean reducing capabilities, resources and the potential to compete. It
is worth remembering that no one ever cut their way to growth, and if the business is well run it should be done only as a
last resort.
Finally, strive to be open, trustworthy and innovative, even when its difficult. Employees and customers will respond
well and your business will be much more likely to succeed.
Findings
1. Managers can forecast the business cycle using data culled from a daily reading of the financial press.
2. Executive teams must learn to implement a set of business-cycle management strategies in response to the
forecasting data.
3. Organizations that “master the cycle” can outperform their rivals and become recession-proof.
Suggestions
• Have a diverse range of income streams- By exploring all the available income options you can set up a more
secure range of funding for your work.
• Strengthen key relationships- Ensure that you are responding to the needs of the people that use your services
and products. Be clear with your funders about what it is they want from you and what you can provide.
• Focus on your mission- Concentrate on your core business and make sure your organisation is doing what it is
best at. NCVO has created a self‐assessment tool to help you prioritize your organisation’s needs.
• Tighten up financial systems- Make sure that you have an accurate picture of income, cash flow and costs so
you can quickly address any issues.
• Plan for the future- Rapid economic change can provide opportunities as well as threats. Ensure your
organisation thinks about what is coming and has planned accordingly. Third Sector Foresight can help you
identify some of the key issues that may affect your organisation and what you can do to address them.
References:
• Indian Journal of Marketing
• Indian Journal of Finance
• Business India
• Business Today
• Articles published in various news papers
• Business Environment - Aswathappa
_________________________________________________________________________________________________
The Ageing Workforce:
Ethical Implications For HRM Practitioners
Prof. Rebecca Thomas

Asst. Professor
Nes Ratnam College, Bhandup, Mumbai.
krebecca@sify.com
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Abstract:
This paper adds a new dimension to the implications of India’s ageing workforce – the impact upon human
resource practitioners (HRPs) in terms of the likely increasing ethical dilemmas they will face. Predictions of a
labour shortfall of skilled workers means that organisations will need to employ more older workers than
previously. However, the empirical research reported in this paper on ethical decisions made by human resource
management practitioners (HRPs) in key HRM areas suggests they are faced with increasing ethical dilemmas (in
terms of both frequency and complexity).Literatures from both the human resource management and
organisational ethics fields are presented,arguing that the future will be difficult for HRPs as the workforce
continues to age. The ethical dilemmas involved in such decisions and practices will place HRPs in an ever more
difficult and complex situation. This has implications for the successful management of internal workforces for
organisations, and for HRM in general
Although workforce aging is more of an issue in the United States and Europe at present, countries like India and
China, despite large youthful populations, also face talent shortage of a different kind. These high-growth markets
haven't yet developed a sufficiently deep middle management resource pool, so necessary for nurturing junior
employees in any organization. As a result, many employees do not realize their full potential and become
discontented. The usual response of organizations is to raise salaries, which rather than ameliorating the situation,
worsens it, as competitors continuously outbid each other to induce a vicious cycle of job-hopping and wage
escalation. Instead, companies should focus more on mentoring, coaching and basic orientation training in order
to lower the threshold at which workers become productive.
This is not just about the aging workforce.
Managing the aging workforce is only part of the story. In order to ensure access to world-class talent in the 21st
century and turn their human resources into a competitive advantage, organizations need to configure their
workplaces to meet the future needs of their people.
Some key trends indicate what these might be
• Increasing female workforce. According to the Bureau of Labor Statistics, women employees are a two-thirds
majority in 10 industries out of 15 that are tipped to grow the fastest over the next few years. For example, in the
United States, women already make up half of the workforce. As organizations hire more women to fulfill
various positions, they will have to accommodate their dual responsibilities by offering flexible work
arrangement and other support services.
• Dynamic working schemes. Working schemes will not only become remote and flexible, but also more
innovative. Solutions such as eLancing will be used more frequently to quickly bring a trained workforce on
board.
• Flexible training. Not just jobs, even training will become more flexible, as younger workers embrace on
demand, anywhere, anytime learning.
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• Smarter communication. Increasing use of personal devices like smartphones (even at work) will enable
millennials to maintain work-life balance.
• New assistive technologies. These will help the ageing workforce remain productive longer.
• Virtual workplace. Distributed technologies will enable all types of workers to work from anywhere to improve
productivity, reduce travel time and infrastructure costs, and promote sustainability by leaving a smaller carbon
footprint.
• Organizations that embrace these trends will improve their supply of talent by making existing workers more
productive, reducing attrition and delaying the retirement of older employees. Those that reject it may well end
up looking down the barrel.
India
Ageing Population in India
With regard to the ageing population, India does not face the same immediate challenge as the other countries in Asia
that are the focus of this report. In 2010, the median age is 25 years and only 7.5% of the population is over 60. It is
estimated that India will not become an ageing society until 2020, when the proportion of the population over 60 reaches
10%. With a fertility rate of 2.76, India continues to experience population growth. Nevertheless, with 90 million elderly,
India represents the second largest elderly population in the world. This huge number presents a challenge as 80% live in
rural areas, 30% live below the poverty line, 90% are from the unorganised sector with no social security and 73% are
illiterate and dependent on physical labour
Key Statistics on Ageing Population in India
Total population -1.2b
Median age of population 25 years
Current % >60-7.5%
Predicted % >60 in 2030-12%
Average Life Expectancy-63.5 years
Fertility Rate 2.76 children

Challenges
According to Asim Handa, director in India of FutureStep, adivision of executive searchfirmKorn/Ferry “just about a
fifth of the engineers graduating each year, about 80,000 are reallyemployable, and that they get absorbed
quickly”.Project managers are in very short supply,“Project managers have the tri-facets - business skills, client-facing
skills and managementskills, India have a shortage of managers who combine those three skill sets" asserts Ravi Aron,a
senior fellow at Wharton's Mack Center for Technological Innovation.According tostudy conducted by CII – RocSearch,
key challenges for human capital management are manpower sourcing, training and retention. There is an acute paucity
of manpower at middle level management and about 82 percent of respondents participated inthe survey, have felt that
there is a shortfall of trainers and physical infrastructure fortraining. The report also proposed leadership development
for middle management, knowledgemanagement to mitigate impact on attrition, cross functional growth opportunities
andsponsorship of higher education are the significant strategies to retain employees.Most of the Indian population
doesn’t have social security or any form of pension fund.
Possible solutions:
We need to have two kinds of policies for the long term:
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• Post-retirement opportunities to retrain older workers so they can perform other jobs or have other careers.
• Planning for later life so people have a fund to live off of in retirement, and are also cared for properly.
Ageing Workforce Issues in India
The huge business growth that India has experienced in the last couple of decades has lowered the age of the workforce -
from the dotcom boom, to the IT boom and the more recent outsourcing boom. As a result the impact of the ageing
population is not something that big business is worrying too much about. Indeed in a survey of 4,742 employers spread
across all major sectors, Manpower India found that a majority of the respondents did not have any strategy in place to
retain or use the older workforce. In India, there is no mandatory retirement age, except for civil servants. However the
normal retirement age is typically 58 or 60 according to employer’s choice. As the so-called Post Independence,
‘Freedom Generation’ (born 1940-1960) begin to retire, India is faced by a shortage of seasoned directors with cross
functional experience who can take up the mantle as their organisations look to diversify from their core businesses. The
people from this generation embody the first technocrats and visionaries of Indian business - so represent a huge potential
loss of expertise
Pension provision in India

Pension provision in India is limited to moderate-to-large-sized enterprises, if not state-owned and excludes workers in
small business or independent labourers. India undertook wide-ranging reforms of its pension system in 2003, including
the establishment of an interim Pension Fund Regulation and Development Authority and the introduction of a defined
contributory pension system called the New Pension Scheme (NPS). At present, participation in the NPS is mandatory
for central government employees, while those working in state governments and other public and private sector
employees, self-employed professionals and informal sector workers may join the scheme voluntarily. Returns depend on
the employee’s voluntary contributions and the returns on the asset in which the contributions have been invested. A
private sector fund management company is in charge of investments, while a government agency is responsible for the
centralised collection of contributions.
Age discrimination legislation in India
There are no codified laws, national or local, that directly deal with the issue of age discrimination in India.
Key Information on Ageing Workforce in India
Mandatory Retirement Age (MRA) No
Pension Provision-SomeDefined Benefits andDefined Contributions
Pensionable Age -55
Early Retirement -50
Defined Contribution Rate 12%
Anti-Age Discrimination Law No

Ethical Decision-Making
The task of making decisions of any kind is not usually an easy one for most of people. Competing demands, issues and
pressures can sway us from one alternative or decision option to the next. Nielsen (1997) examined the behavior options
of when people are faced with an ethical dilemma, and when their sense of personal morality is at odds with that of their
organisation. He listed ten options:
“(1) not think about it: (2) go along with it; (3) protest; (4) conscientiously object; (5) leave; (6)
secretly blow the whistle; (7) publicly blow the whistle; (8) secretly threaten to blow the whistle; (9)sabotage; and (10)
negotiate and build consensus for a change in the ethical behavior” (Nielsen 1987:309). When we add to this decision-
making milieu the over-riding requirement that our decision must also be an ethical one, more complexities result.
Denhardt (1991: 28) stated: Ethics is not just avoidance of corruption, responsiveness to elected officials, or not keeping
costs to a minimum while supplying a quality service or product. It is also the vigorous
_________________________________________________________________________________________________
pursuit of principles such as justice, fairness, individual rights (for example, privacy and due process), equity, respect for
human dignity and pursuit of the common good Ethics and Generational Differences:
Interplay Between Values and Ethical Business Decisions, examined how different generations approach questions of
integrity and purpose. “with value systems and motivation at the heart of ethics—and divergent value systems seemingly
inherent within the four generational groups—the existence of varied ethical perspectives among co-workers is not a
surprise.” They emphasize that understanding differing viewpoints on ethics in the workplace will help organizations
make sound ethical business decisions. Common complaint among generations focuses on work ethic. Much of this
conflict stems from how the term work ethic is defined and interpreted. Traditionalists and Baby Boomers may criticize
the two younger generations about their lack of work ethic, with the oldest generation considering a strong work ethic as
demonstrated by being part of the organization (and physically present in the office, in terms of actual hours) for long
periods of time. Baby Boomers consider a combination of factors, such as collaboration, teamwork and meetings, as
evidence of work ethic. In contrast, Generation X and Millennial see work ethic as working hard—often autonomously—
and having a positive impact on the company, while also living a full life outside of their job. Views on the issue of
respect also differ. Having “paid their dues,” the two older generations expect respect from Generation X and
Millennials—yet, the two younger generations consider that respect is earned by making a strong contribution, not by the
passage of time. Despite these differences, research shows that no matter one’s age, people value achievement, balance
and responsibility and want credible, trustworthy leadership. Such commonalities are important for HR to emphasize in
the workplace.
Ten Key Points for Ethical Business Management
1. Develop an internal campaign, with ethics as the #1 value for the organization and employees.
2. Avoid stereotyping employees according to their generation.
3. Clearly identify the priorities of the company and then link them to the priorities and values of employees to support
business decisions.
4. When possible, learn the values and motivation of employees and then connect them to individual and
organizational goals.
5. Focus on business results, not on methodology (as long as it is ethical). All groups want to contribute and achieve
but may do so differently.
6. To make ethical guidelines relevant to everyone, establish ongoing training and support sessions.
7. Look for commonality among employees of different generations.
8. Embrace diversity of opinion and methodology.
9. Err on the side of more communication, such as using more types of media: face-to-face meetings, e-mail blasts, etc.
10. Remember to respect the dimensions of differing generations (age, technological savvy, alternative work
experiences, innovation, etc.)
Three Key Management

Strategies
1. Organizational communication:
This key strategy is important to retain talent and avoid potential conflict. A SHRM survey revealed a number of ways to
successfully work with a multigenerational workforce, with communicating information in multiple ways, such as oral
and written, as the most successful. Different generations have varying levels of comfort with technology, such as e-mail,
while others prefer face-to-face communication. Other approaches found to be successful include
_________________________________________________________________________________________________
1) collaborative discussion, decision-making or problem solving—providing an opportunity to express respect and
inclusion of all employees;
2) training managers on dealing with generational differences;
3) teambuilding activities; and
4) creating mentoring programs to encourage workers of different generations to work together and share experiences.
2. Succession planning: HR and organizational leaders must be aware of the internal talent pool, encompassing all
generations, from which possible successors can be selected and developed. Regarding agebased demographics, HR
needs to have a basic understanding of the different values and work attitudes of each generation—important information
for cultivating and sustaining a preferred corporate culture.
3.Mentoring: The goal of this strategy is to help ensure the transfer of knowledge from one generation to the next. As
older workers look toward retirement, mentoring can be an effective vehicle to capture organizational knowledge.
Structured mentoring programs are well suited for knowledge transfer. An important step is to survey the younger
workers, learn their goals and developmental needs, and then pair them with more experienced employees. Also, using a
variety of mentoring models is helpful. Examples include oneon-one mentoring sessions, senior leadership discussion
panels, group mentoring programs and even “speed mentoring,” where employees sit with organization experts and ask
questions. Another model increasingly used is senior staff and leaders coaching younger employees in the onboarding
process. This process begins in the hiring period and can last for up to a year, giving younger workers direct attention and
professional development early in their career.
Conclusion
This increasing level of complexity, coupled with an increasing level of frequency, paints a troubling picture of HRP
work. It also presents a timely warning to organisational management that they need to more closely address their HRM
policies and practices on the matter of ethics in HRM, and especially in terms of the kinds of ethically questionable
directions or requests they may make to their HRMs. Within the context of an ageing workforce, with shortfalls predicted
of skilled workers, and greater numbers of older applicants for employment, training opportunities, performance
management and performance pay related issues, it is likely that ethical dilemmas of the kind described (and perhaps
others as well) will confront HRPs more frequently than previously. The ageing of the workforce is likely to present
HRPs with more, not less, ethical dilemmas, and with increased complexity. To meet the challenges of the ageing
workforce and the predicted shortfall of skilled workers, organisations need to embrace older workers and train them and
retain their skills, to minimize the loss of (often irreplaceable) corporate memory and skills. Additionally, as previously
mentioned, the literature illustrates that age discrimination still occurs, and yet the number of older applicants will
increase at the same time as the number of younger applicants will decrease. To meet their internal workforce needs, it
appears that organisations will be forced to employ a greater number of older workers than previously. However,
research has noted HRPs face ethical HRM dilemmas ready, and that they would not make the ethical decisions they
reported as being ideal. Moreover, they reported they would choose a less than ideal ethical option for action, reportedly
because they felt pressured to take those actions. Therefore, given the likelihood of increased ethical dilemmas facing
HRPs within the context of the ageing workforce, and that their responses to ethical dilemmas are lessthat ideal, it seems
evident that Australian organisations may face worsening labour shortages as consequence. Changes are needed to
employers’ negative attitudes and stereotypes about olderworkers so that any pressure is removed from HRPs to take less
than ideal ethical actions.
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Human Resource Management Practices Among Rural Based
Non-Governmental Organizations in India
Sunil Kumar
(Research Scholar, Department of Social Work,
Jamia Millia Islamia, New Delhi)
Email: sunkumar148@yahoo.co.in
_________________________________________________________________________________
Abstract
In the last two decade not for profit organization in emerging countries like India have witnessed a phenomenal
growth. This growth has been managed through a variety of organizational forms and structures. NGOs often
fumble despite having an able leader and a dedicated staff because of poor human resource management. HRM
become an essential part of NGO management. According to Drucker (1990), in all human affairs in an
organization, there is a constant relationship between performance and achievement of leader, the trendsetters
and the rest. Urban NGOs are better in managing their resources as compared to the rural based NGOs. Rural
based non-governmental organizations are formal in nature but their practices with people are not systematic one.
They are not very much concerned about HRM in their organization and handling things informal ways. HRM is
a strategic approach to procurement, motivation and development of human resources and conduct of
relationship between the employer and the employee in an organization. A dynamic and committed world class
workforce is the determining factor in the fulfillment of organizations mission, objectives and goals. In this study
it is highlighted that what are the different HR practices has been adopted by the rural based non- governmental
organizations. This research is exploratory in nature and reveal various interesting facts that how are NGOs HR
departments are performing and utilizing human resources effectively. The focus of the paper will be on
understanding the appropriate human resource strategies and practices that NGOs will have to engage with the
various stages of growth.
Key words: NGO, HRM, Employee, India
Introduction
NGO’s can be regarded as civil society organizations though not all civil society organizations are NGO’s. NGOs take
different forms and play different roles in different continents. The roots of NGOs are different according to the
geographical and historical context. They have recently been regarded as part of the “third sector” or not-for-profit
organizations. Although there is contestation of the definition of an NGO, it is widely accepted that these are
organizations which pursue activities to relieve the suffering, promote interests of the poor, protect the environment,
provide basic social services, and undertake community development (Cleary, 1997). Such organizations should have
certain fundamental features which distinguish them from others (Stephenson, 2003). For organizations to be recognized
as not-for-profit, they should satisfy the following criteria: First, an NGO should be privately set up and sufficiently
autonomous in its activity, that is independent of direct governmental control. Secondly, an NGO should also be non-
profit, which would clearly define its voluntary character. Thirdly, it cannot be considered a political party with an aim
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of attaining political power. Fourthly, an NGO should support development which demonstrates its public interest
character (Schiavo-Campo et al, 2001).
There are a mix of forces which have fuelled the rapid rise and prominence of NGOs. The prevalence of weak states and
declining markets in country has led to the proliferation of NGOs as the only alternative to promote grassroots
development. Thus, the development oriented NGOs are not only located between the state and the market, in terms of
institutional space, but are also emerging as, what Levy calls, a critical ‘third sector’ that fosters the development of the
marginalized groups. The received wisdom is that NGOs are more flexible and adaptive than governments, are quick to
respond to people’s needs and are also cost effective. According to Salamon, 1993, the ascendancy of neo-liberalism in
the late twentieth century also created a global environment for this third sector. The poor performance of the public
sector in developing countries has led to a search for more effective and efficient organizational forms of the delivery of
public services. The growth of this third sector is therefore influenced by its comparative advantage over governments.
More specifically, the advantages that NGOs or not-for-profit organizations have over governments include some of the
following:
i) Achieving the correct relationship between development processes and outcomes;
ii) Reaching the poor, targeting their assistance on chosen groups;
iii) Obtaining true meaningful participation of the intended beneficiaries;
iv) Working with the people and then choosing the correct form of assistance for them, i.e. not being dominated by
resources as the basis for the relationship;
v) Being flexible and responsive to their works;
vi) Working with and strengthening local institutions;
vii) Achieving outcomes at less cost
It should, however, be noted that although NGOs in the eyes of the International donor community are cost effective and
are better placed to reach the poor, there is very little evidence that supports this assertion (Robinson, 1992; Farrington
and Bebbington, 1993).
Management and Governance Issues of NGOs

The issue of good governance is the key to the functioning of NGOs. It implies that the effective management of an
NGO’s resources is done in a manner which is transparent, accountable, equitable and responsive to the needs of the
people. Since NGOs aim at becoming sustainable, then good governance is critical to their existence. In many
developing countries NGOs often lack the institutional capacity and resources to operate. Also, funds from donors are
sometimes poorly managed. Thus, in order to ensure effective and proper management of resources, good governance
becomes an important aspect of every NGO. One of the key requirements for good governance is accountability. The
issue this creates is to whom are NGOs accountable? At first this question may appear to have an easy answer. Obviously
they are expected to account for the use of resources to the funders. However, the ability to ensure that accountability
exists, among the NGOs and to all those concerned, remains debatable. NGO staff members are not elected and ordinary
people have no mechanisms for bringing them to account for their actions. Unlike governments, who have to get elected
and can only avoid accountability through violence or coercion and in business where consumers can decide where to
spend their money, NGOs have no obvious accountability structures. NGOs themselves see the need to take this issue
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seriously as there is a growing emphasis on the need for proper monitoring. There are a number of ways in which NGOs
can improve on their governance and management operations. These include the following:
• Stating their mission, values and objectives clearly and ensuring that these strategies are followed
• Better human resources development and training for their managers and staff including board members and volunteers
• Better management processes as well as financial management, accounting, and budget systems.
Nevertheless, in order for these systems to be implemented, committed staff and leadership within the NGOs themselves
are required. The expanded role of NGOs in the delivery of public services is likely to affect the potential of these
organizations. The work of NGOs is much more difficult and demanding now as they are expected to deliver quality
with such limited resources. Problems arise where governments shift major responsibilities to the NGO sector.
According to Schiavo-Campo (2001), some NGOs do not have the time and expertise to manage all of the funded
programs, or even to ensure full involvement by all of the communities, as is normally claimed. In some cases, where
there are many departments trying to deal with the NGOs, the problems may be created by the governments themselves.
Also, staff at the local level may not be familiar with government policies and this affects efficiency of the NGOs
because of tensions which may arise.
Human Resources Management and NGOs

As noted earlier in the paper, most if not all NGOs depend on voluntary staff to run their activities and programs. NGOs,
therefore, generally do not have control over the quality of labour they obtain. Their staffing levels are determined by
those who volunteer their services and whether or not they have time available. Some of the personnel used to run the
affairs of NGOs are not well trained to effectively carry out their duties. A lack of well trained and experienced HR limits
the extent to which NGOs are able to manage their daily affairs and their capacity to effectively plan, appraise,
implement, and monitor their projects and programs. The other issue is the fact that the most knowledgeable and
experienced volunteers do not normally provide adequate support for NGOs’ activities partly because they are not
allowed, by law, to be actively involved and partly because of the limited time they have to render their services
(Lekorwe, 1999). Some NGOs in country are moving towards reforming their structures and roles in order to ensure that
they have a clear direction and strategy of how to get to where they want to be in the next few years. This shows that
although some NGOs have capacity problems, they still aim to have their aspirations and long term strategic goals spelt
out in order to indicate the directions they would take now and in the future, thus promoting visionary leadership.
Human resources are the source of achieving competitive advantage because of its capability to convert the other
resources (money, machine, methods and material) in to output (product/service). The competitor can imitate other
resources like technology and capital but the human resource are unique. The effective management of human resources
requires sound Human Resource Management systems. Storey (1995) defines HRM as a distinctive approach to
employment management which seeks to obtain competitive advantage through the deployment of a highly committed
and skilled workforce, using an array of techniques. HRM can help NGOs improve employee’s behavior in such areas as
staff commitment, competency and flexibility, which in turn leads to improved staff performance (Koch and McGrath,
1996). In order to develop a sound HRM system, the organization should have effective Human Resource Management
practices. HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring
that the resources are employed towards the fulfillment of organizational goals (Schuler & Jackson, 1987; Schuler &
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MacMillan, 1984; Wright & Snell, 1991). HRM practices may differ from one NGO to another and from one country to
another.
Types of HRM Practices

Many researches on HRM practices have been conducted from time to time and researchers have identified different
practices by different names. But according to Chandler and McEvoy (2000) , one of the lingering questions in HRM
research is whether or not there is a single set of policies or practices that represents a ‘universally superior approach’ to
managing people . Theories on best practices or high commitment theories suggest that universally, certain HRM
practices, either separately or in combination are associated with improved organizational performance. Researchers have
also found that those well-paid, well motivated workers, working in an atmosphere of mutuality and trust, generate
higher productivity gains and lower unit costs (Boxall, 1996; Lowe and Oliver, 1991; Pfeffer, 1994). Several attempts
have been made from time to time by different researchers to identify the type of HRM practices in different sectors.
Initially Pfeffer (1994) identified 16 practices which denote best practice. This was later refined to the following seven
practices:
1. Employment security (Permanent in nature)
2. Selective hiring (Suitable candidates only)
3. Self-managed teams/team working (Group task)
4. High compensation contingent on organizational performance (Reward for good performance)
5. Extensive training (Improvement of specific skills)
6. Reduction in status difference (Hierarchy in horizontal in nature)
7. Sharing information (Good communication among all employees)
Best management of human resources entail fostering a dynamic learning environment where both the staff and
management leaders are motivated to improve upon different programs as well as provide a system of accountability to
outsiders. The difficulty lies in NGOs balancing between remaining accountable to the public it hopes to serve while
remaining independent from pressure from government and donors. By building a nurturing learning environment and a
system of accountability constitute solid management practices.
In rural based non-governmental organizations it is found that out of 20 only 2 NGOs are having proper HR department
and using good HR practices for the development of NGO as well as accomplishment of programmes objectives.
Review of Literature
There is a dearth of literature available on the HR practices among rural based Non- governmental organizations in India,
yet an attempt has been made to review the literature available in books, journals, reports and internet which is added in
different parts of this paper.
Methodology
The present research study is exploratory in nature. The purpose is to gain familiarity with a phenomenon or to achieve
new insights about the area of study. The exploratory research design has been adopted to explore the HR practices of
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NGO’s in Sonebhadra district of Uttar Pradesh. Universe of the study was Sonebhadra district of (U.P.). This district has
been purposively selected due to backwardness of this district. Samples for the study were drawn from the NGO’s
working in Sonebhadra district of (U.P.). The sample size was 20 NGO’s working in Sonebhadra district of (U.P.) since
at least 5 years. Data have been collected through primary as well as secondary sources. Secondary data has been
collected through journals, books, NGO’s list from planning commission of India, internet and other available literature
related to NGO’s in Sonebhadra district of Uttar Pradesh. Primary data has been collected through telephonic interview
for getting information about HR practices in rural based NGO’s in Sonebhadra district of Uttar Pradesh.
Purpose of Study
The purpose of this study is to investigate the relationship between HRM practices among rural based non-governmental
organization and NGOs performance and the moderating effect of environmental uncertainty on goal accomplishment.
Research Objectives
Specifically, this study is intended to achieve the following objectives:
• To identify and examine the extent of HRM practices in the rural based non-governmental organizations.
• To investigate the impact of HRM practices on the NGOs performance.
• To examine the moderating effects of environmental uncertainty and NGOs strategy on the relationship between
HRM practices and NGOs performance.
Suggestions
Training and development in areas of organizational, project and financial management, as well as capacity building
represent some of the measures which are needed in order to improve NGO management in rural based NGOs. Training
and education, in order to allow NGOs to effectively lobby and have an impact on the communities they strive to assist,
will enhance NGOs’ management. Furthermore, strengthening NGOs’ lobbying skills will also enhance their impact with
regards to policy and practice. Equipping NGOs with skills that would allow them to effectively lobby government
would also help NGOs effectively campaign for funding locally, nationally, and internationally. In addition, improved
lobbying skills would facilitate the NGOs’ ability to collaborate and source support from international initiatives.
Furthermore, such skills will also help the NGOs mobilize communities, as well as national and international
organizations, to actively support and participate in their activities. Through vigorous lobbying, NGOs will be able to
encourage communities and institutions to play an active role through the volunteering of their time, which would lend
further knowledge and skills to NGOs’ activities and success. NGOs should also continue to play their role in practicing
good governance through transparency, equity, and also timely reporting regarding their achievements and areas where
they need assistance. Equally crucial is the issue of publicizing their achievements in service delivery, lobbying, and
explicitly identifying areas of financial and HR support which are in need. Having a well developed website would also
facilitate NGOs’ efforts in having their aspirations, effects, and areas of need known nationally and internationally.
Information dissemination regarding good governance, the activities, and the lobbying effects of NGOs would also
enhance the public confidence, acknowledgment, and support of NGOs. The establishment of partnerships with local,
regional, and international institutions would improve the management of NGOs by providing lessons learnt from the
experiences and successes of a number of different multinational non-governmental organizations. Collaboration in the
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areas of fighting and eradicating poverty, human rights, HIV/AIDS, as well as the empowerment of women and children,
the prevention of injustice and inequality will be of the utmost importance, with regards to these partnerships.
Conclusion
The government, the private sector, the public, and the NGOs themselves have to play an increasingly and active role in
the efforts to supplement each others’ efforts in making development and community services available and equally
accessible to all those in the country. The efforts of government, private sector, and communities at large, regarding the
administrative support of NGOs through capacity building, in areas of good governance, effective lobbying, sourcing
funds, project management, implementation, and monitoring, would certainly help promote the sustainability of NGOs.
Capacity building in areas of financial management and reporting would also be beneficial. Enhanced funding and
capacity building of NGOs will bridge the gap between the efforts of the government and multinational institutions in
promoting democracy, good governance, and sustainable development, particularly in the areas of human rights, equality,
socio-economic and political empowerment as well as the eradication of poverty and injustices in country, both
regionally and country level. Good HR practices would be one of the main sources to implement their plans in proper
way. HR practices have improved the performance of rural based of non-governmental organizations.
References
• Aswathappa K, 2005, Human resource and personnel management, Tata McGraw-Hill publishing company
limited, New Delhi
• Bava Noorjahan. (1997). Non-Governmental Organizations in Development. New Delhi: Kanishka Publishers.
• Berg L., 2001, Qualitative research methods for social sciences, Allyn and Bacon, London
• Boxall, P., 1996, ‘The Strategic HRM Debate and the Resource- Based View of the Firm’, HRM Journal, Vol.6,
No.3, pp. 59-75
• Chandler, G. N., and G. M. McEvoy, 2000, “Human Resource Management, TQM, and Firm Performance in
Small and Medium- Size Enterprises”, Entrepreneurship: Theory and Practice,Vol.25,No.1,pp.43-58.
• Dr M. LEKORWE, Dr D. MPABANGA, Managing Non-Governmental Organizations in Botswana, the
Innovation Journal: The Public Sector Innovation Journal, Volume 12(3), 2007, Article 10. At internet
• eprints.usm.my/.../HUMAN_RESOURCE_MANAGEMENT_PRACT
• faculty.yu.edu.jo/haieassa/DownloadHandler.ashx?
• http://www.ngohandbook.org/index.php?title=Human_Resources_Best_Management_Practices
• Koch, M.J. and McGrath, R.G. (1996) ‘Improving Labor Productivity: Human Resource Management Policies
Do Matter’, Strategic Management Journal, Vol.17, 335–54
• Kothari C.R., Research methodology ,New Age International (P) Ltd., Publishers, 2009.
• Lowe, J. and N. Oliver, 1991, ‘The High Commitment Workplace’, Work Employment and Society, Vol.
5,No.3,pp. 437-450.
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• Normala binti daud , 2006, Human resource management practices and firm performance: the moderating roles
of strategies and environmental uncertainties, Universiti sains Malaysia
• Pankaj Tiwari, Karunesh Saxena , human Resource Management Practices: A Comprehensive Review, Pakistan
Business Review January 2012
• Phillip, Mary, Management of Voluntary organizations: An overview, Ibid, 1995
• Pfeffer,J.(1994), “Competitive Advantage through People” , Harvard Business School Press, Boston, MA
• Schuler, R.S. and Jackson, S.E. (1987) “Linking competitive strategies with human resource management
practices”, Academy of Management Executive,Vol.1,No.3,pp. 207-19
• Schuler Randall S. and MacMillan Ian C. (1984), “Gaining Competitive Advantage through Human Resource
Management Practices”, Human Resource Management, Fall 1984, Vol. 23, No. 3, pp. 241-25
• Wright, P. M., & Snell, S. A.( 1991), “ Toward an integrative view of strategic human resource management”,
Human Resource Management Review, Vol.1,pp. 203-225
• www.iobm.edu.pk/.../120103_HRM%20Practices%20Tiwari%2037.
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Maximizing Employee Efficiency
Varender Mohan.
varender.mohan@yahoo. com
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Abstract
The management of every organization tries its best to get the best out of their employees. An employee is the only
living resource in an organization which can turn around the things. The given topic deals with three words i.e
Employee, Efficiency and Maximization.
To begin with, let us try to understand these three key words in broader sense. An ‘employee’ in an organization is
an individual human resource element which tries to perform an assigned task or a set of tasks as per his / her job
profile for a given remuneration and other benefits.
By the term ‘efficiency’, we mean the ratio of output (performance in respect of the assigned task by an
employee) to the inputs (salary, designation, authority etc.) given to an employee by an organization. The term
efficiency is used in technical context (for machines) where both output and input (s) are directly measurable and
have the same units of measurements i.e say input in ‘Watt’ and output also in ‘Watt’. But in case of an employee
(an human being), output and inputs are altogether different and are not directly measurable. Under such
circumstances, the term ‘efficacy’ will be more appropriate. We will try to use both the terms interchangeably
with same meaning.
By ‘maximization’ of efficiency / efficacy, we mean that we have to maximize the ratio of output to input. This can
be done only by extracting more from an employee (increasing output) and decreasing inputs to a bare minimum
level. Will it be an exploitation? ‘Yes’ it will be ! when inputs are at a bare minimum and we extract more from
an employee and ‘No’ when both output and inputs are at their optimum levels.
For maximizing efficiency of an employee , inputs to him / her are to be monitored , reviewed and optimized in a
given organizational work environment. An optimum efficiency results into mutual benefits of both , the
employee and the organization. The ‘output of an employee ’ is function of broad factors like ‘organizational
inputs to him/her ’, ‘employee’s attributes’ and the ‘organization environment’.
So, ‘organizational inputs ‘employee’s attributes’ and the ‘organizational environment’ are the three crucial
factors which are to be looked into critically for their optimum mix for maximization of employee’s efficiency /
efficacy in an organization.
These will be examined one by one in detail in the paper.
Introduction :
The management of every organization tries its best to get the best out of their employees. An employee is the only living
resource in an organization which can turn around the things. The given topic deals with three words i.e. Employee,
Efficiency and Maximization. To begin with, let us try to understand these three key words in broader sense.
An ‘employee’ is an individual human resource element in an organization who has to perform an assigned task or a set
of tasks as per his / her job profile for a given remuneration and other benefits.
By the word ‘efficiency’, we mean the ratio of output (performance in respect of the assigned task by an employee) to
the inputs (salary, designation, authority etc.) given to an employee by an organization.
The term efficiency is normally used in technical context where both output and input (s) are directly measurable and
have the same units of measurements i.e. say input in ‘Watt’ and output also in ‘Watt’. But in case of an employee
(human being), output and inputs are altogether different and can not be directly measured. Under such circumstances,
the word ‘efficacy’ will be more appropriate. We will try to use both ‘efficiency’ as well as ‘efficacy’ interchangeably
with same meaning.
_________________________________________________________________________________________________
Further, the efficiency / efficacy is quantified differently at different work places. For example , for a typist, it may be
number of letters per day, for a dispatcher - No. of letters dispatched per day, for a Doctor - No. of patients examined per
day, for a pathologist - No. of samples examined per day, for a machine operator - No. of parts produced per day, for a
supervisor - No. of samples examined per day, for a teachers - No. of lectures delivered per week and so on. Depending
upon the nature of work output may be quantified differently and accordingly the interpretation of efficiency / efficacy
may be differ.
Objective : In every organization, it is emphasized to improve their employee ‘s efficiency towards the maximum. The
basic objective (s) behind it are increased profits , growth in productivity ,increased capacity utilization, less wastage
minimum accidents, nil strikes, enhancement in employee’s enthusiasm and loyalty towards organization etc.
Hypothesis : The employee efficiency can be maximized.
Methodology : By ‘maximization’ of efficiency / efficacy, we mean that we have to maximize the ratio of output to
input. This can be done in two ways either by extracting as much as possible (output) or by reducing inputs
(compensating employee to a bare minimum level). If it is so, then, will it not be an exploitation? The answer can be
‘Yes’ as well as ‘No’. It will be ‘yes’ when we extract more from an employee by restricting the inputs to a bare
minimum level and ‘No’ when both output and inputs are proportionally well balanced.
For maximizing efficiency of an employee , his / her inputs are realistically to be determined, monitored , reviewed and
refreshed periodically in a given organizational work environment. The output is a function of inputs and so is the
efficiency. Better efficiency will be mutually beneficial for the both (the employee and the organization).
The ‘output of an employee ’ is influenced by several factors broadly like ‘Job description’, ‘organizational
inputs’ ,‘employee’s personal attributes’ , ‘organization environment , harmony and effective communication.
Example : For good farm productivity (output), a balanced mix of (inputs) seeds, fertilizers, soil type , field
preparation , efficient implements & tools, skilled manpower, pesticides, timely sowing ,irrigation and reaping of crop ,
climate / environment, energy sources (electric power, diesel, petrol etc.), routine field maintenance to eradicate weeds
etc. is required and absence of any one of the above can spoil the whole effort.
Similarly for maximizing employee’s output ‘job description’, ‘organizational inputs’, ‘employee’s personal
attributes ’, ‘organizational physical environment’ , ‘organization’s internal harmony’ and ‘effective communication’
are the crucial factors which are to be analyzed critically by the employer for their optimum mix for the maximization of
employee’s efficiency / efficacy in an organization.
Let us analyze them one by one.
1) Job Description :
i) Deployment.
ii) Duties to be performed.
iii) Reporting.
iv) Responsibility.
v) Authority.
vi) Resources allocated.
6/7
2) Organizational Inputs :
i) Monetary benefits (salary / wages / perks).

ii) Safety / Security.
iii) Welfare measures.
iv) Growth opportunities.
v) Stability/sustainability.
vi) Competitiveness.
vii) Goodwill.
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3) Employee’s Personal Attributes.
i) Education (as appropriate)

ii) Willingness to learn (skill enhancement).
iii) Willingness to contribute ( for organizational objectives).
iv) Honesty.
v) Integrity.
vi) Loyalty.
vii) Obedience.
viii) Punctuality.
ix) Discipline.
x) Sense of belongingness.
xi) Awareness.
4) Organization’s Physical Environment.
i) Working hours.
ii) House keeping / cleanliness.
iii) Air conditioning (Temperature, humidity, dust etc.).
iv) Lighting.
v) Seating.
vi) Toilets / Restrooms / Changing rooms / Lockers.
vii) Parking.
viii) Canteen.
ix) Recreation.
x) Equality / Uniformity.
xi) Dress code.
5) Organization’s Internal Harmony.
i) Healthy relations.
- employee - employee .
- employee - employer’s relations.
- with stakeholders.
- regulatory authorities.
7/7
- Govt.
ii) Transparency.
iii) Impartiality.
iv) Management approachability.
6) Effective Internal Communication Processes.
Conclusion:
The employee and employer are the two sides of the same coin and both have to contribute equally towards maximization
of employee’s efficiency. For maximizing employee’s efficiency ,an organization must endeavor to review all the factors
mentioned from (1) to (6) systematically ,continually and must take timely corrective and preventive measures for each
of the employee.
Once these factors are taken care by the management and built into the management system , the employee’s efficiency
is bound to improve towards maximum and will be self sustaining also.
The improved employee efficiency will be indicated through increased profits , turnover, , increased capacity
utilization, less wastage minimum accidents, no strikes, employee’s enthusiasm and loyalty towards organization.
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Impact of Worklife Balance on Female Employee’s Efficiency &
Absenteeism in Educational Organizations
Dr. Veena Rajendra Humbe
Associate Professor
Dr. Babasaheb Ambedkar Marathwada University, Aurangabad (M.S.)
v_humbe@yahoo.com
_________________________________________________________________________________________________
Introduction:
The presence of women in the workplace is becoming felt more and more. They are making inroads into many
professions that are the domains of male employees. Many countries have enacted legislation that protects the position of
female employees.
Absenteeism is one of the basic problems of education, service and industrial sector, which badly effects economic
growth of the nation. Home sickness, desire of free life, fresh atmosphere, fulfillment of socio-religious obligations,
results in frequency of absenteeism.
A major impact of work life balance of female employees was shown on the gradual increase of their absenteeism and
turnover. It is said that growth of absenteeism has been increased now a days. There is increasing evidence that work life
balance of female employees in educational sector has a direct impact on many issues like stress, absenteeism, turnover,
frustration etc., however work life balance is fundamental to sustain business which is ultimately improves the quality of
work and life for everyone. This is because it results in win-win strategy because people will be more productive if they
are happy in their job and this is more likely if there are able to balance work commitments with family life. But work
life balance is now a days becoming a major issues for an individual and also for organisation particularly in case of
female employees.
Today’s career women are continually challenged by the demands of full time work and when the day is done at the
office, they carry more of the responsibilities and commitments to home. Majority of women are working 40-45 hours
per week and 53% are struggling to achieve their work life balance.
Reasons for the Growing Role of Female employees in the Workplace :

The reasons for growing role of Female Employees in the Workplace includes :
1. More and more women are becoming highly educated and highly skilled.
2. Improved child-care facilities provide invaluable help to working mothers.
3. There are organizations that make available part-time jobs or flexi-working hours. This suits mothers who have
small children.
4. Employment legislation provides job security whereby women can return to their jobs after having children.
5. Working women enjoy maternity leave before, during, and for a certain period after delivery.
6. Legislation allows women employees to apply for leave to take care of their small children. The importance of
mothers spending time with their growing children is recognized as important.
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Review of Literature:
Lewis (2000) opines that The concept of work-life balance is based on the notion that paid work and personal life should
be seen less as competing priorities than as complementary elements of a full life. The way to achieve this is to adopt an
approach that is "conceptualized as a two way process involving a consideration of the needs of employees as well as
those of employers".
Ulrick Lidwall (2010) in his article “Work family interference and long term sickness absence” says that alongside work
environment factors, interference between work and domestic life has been and important explanation for long term
sickness absence especially for women. Therefore women would hamper the balance between work and family and
increase the risk of long term sick leave.
Objectives of the Study:
The present study is based on the following objectives :
1. To study the work life of female employees.

2. To study the work life balance of female employees working in educational organizations.
3. To know the causes of absenteeism in female employees.
4. To suggest the various steps for better work life balance and remedies to reduce absenteeism within female
employees.
Need and Significance of the Study :

The work and life balancing for female employees has become a major problem. Recently the problem is effecting on
increase of absenteeism due to lack of balance of work and life. Therefore the present study is done to analyze the impact
of work life balance on female employees’ and their absenteeism in educational organizations.
Scope and Limitations of the Study :

The scope and limitations of the study are restricted to female employees working in educational organizations. The
study also highlights on the causes of absenteeism among the female employees.
The present study is mainly based on primary data collected from female employees working in different educational
organizations. The data was collected by distributing the structured questionnaire. Convenience sampling method is used
for the study.
A sample of 50 female employee respondents working in educational organizations was interviewed by distributing the
structured questionnaire.
Problem Statement :
It is seen that 60% of the women work in educational organizations. These female employees have to face many
problems in their career particularly with their work life balance. Since they have to look after their home, children and
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also the office, many of the female employees find it difficult to balance their work and life. This has a serious impact on
increase of female employees’ absenteeism. Hence the present problem is undertaken for the study purpose.
Data Collection and Representation:
Demographic features are useful in the formulation of absenteeism on work load balance of women employees. The
demographic profile of the respondents working in educational organizations is presented in the Table No.1.
Table No. 1
Demographic Profile Of The Respondents
Demographic Profile Number of

Respondents
Age of Respondents 20-30 20
31-40 15
41-50 10
Above 50 05
Marital Status Married 35
Unmarried 15
Experience (Years) 1-5 25
6-10 13
11-15 07
Above 15 05
Annual Income Below 1 Lac. 20
1- 3 Lacs. 10
3-5 Lacs. 12
Above 5 Lacs. 08
No. of family members 1-3 35
4-6 11
Above 6 04
Source : Questionna
Table No. 2
Causes of Absenteeism
Sr. No. Causes of Absenteeism Total Number of

Respondents
Agree Disagree
1. Serious Accidents and Illness 50 00
2. Lack of Job Satisfaction 14 36
3. Personal Problems (financial, family, child 42 08
care etc.)
4. Poor Physical Fitness 07 43
5. Stress 38 12
6. Heavy Workload 35 15
7. Transportation Problems 20 30
8. Low Salaries 22 28
9. Unhealthy and Poor Working Conditions 12 38
10. Low Interest and Attachment to Job 05 45
Source : Questionnaire
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From the above Table No. 2, it can be observed that all the 50 respondents have agreed that 100% absenteeism is there
due to serious accidents and illness. It can also be seen that 76% of the female employees agreed that stress is also one of
the major cause for absenteeism.
Only 05 respondents i.e. 10% agreed that Low interest and attachment to job cause absenteeism.
Summary of the Findings :

The study has some of the following major findings :
1. Frequency of absenteeism is greater in young age group of 20 to 30 years. The rate of absenteeism
decreases with increase in age.
2. Larger number of dependents on the employee seems to have greater impact and adverse effect on
absenteeism.
3. The female respondents have to travel relatively for longer distance to reach their work place, sometimes
which leads to absenteeism.
4. The provisions relating to canteen and crèches are not available due to which absenteeism is more.
5. The incidence of absenteeism both before and after holiday is also found higher than that on normal days.
6. Female employees of higher age group with longer service and experience tend to go on longer leave.
7. Low salaries lead to more absenteeism without permission.
Conclusions :
Following are the conclusions from the study :

1. Job security and job satisfaction are important factors to provide psychophysical satisfaction of female
employees which will reduce absenteeism.
2. The psychology and emotions of female employees plays a major role for her presence. The behaviour of
superiors and attitude of colleagues are not found proper which increases absenteeism
3. There should be sound policy of communication between management and female employees, so that they
should feel secured.
4. Investigation should be judged frequently for physical fitness of employees.
5. At the time of recruitment, the management should take care of habits, behaviour, temperament, aptitude,
family background and social obligations of female employees which can reduce absenteeism.
6. Promotion, Motivation, art of counseling and training programmes by management may build confidence in
female employees.
7. Provision for housing, transport and recreation facilities may be given adequate thought, which may help to
improve the attendance.
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Nowadays, it is seen that there is increasing number of women in the workplace. This is something good. Women form
an important source of capable human resource. But work may intrude into the daily life of families. And this is not
good. When this happens there is work-family conflict. And this can lead to family stress. Either the family suffers or the
work will. Or both. It is said that the more responsible your position is, the greater the stress. As an employer, the
organizations should try to balance work and family roles for the benefit of their employees which leads to healthy
atmosphere in work place.
References :
1. Chermiss, C. (1980). "Staff burnout: "Job stress in human service." Beverly Hills: Sage.
2. Greenhaus, J.H. and Bentell, N.J., (1985), "Sources of conflict between work and family roles", Academy
of Management Review, 10 (1), pp.76-88.
3. Linda J Kristjanson, (2004), "Work – Life Balance – Creating & Sustaining Connections in a Complex
World", Journal of applied Psychology.
Websites :
www.employersforwork-lifebalance.org.uk
www.cipd.co.uk
www. WorkLifeBalance.com,inc
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Strategic Reward Systems
Miss Dolly Malla

Research Scholar, University School of Applied Management,
Punjabi University, Patiala, Dollymahla@gmail.com,
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Abstract:
An incentive or a reward can be anything that attracts the worker’s attention and stimulates him to work. People
gain satisfaction from their work, but the kinds and the strengths of satisfaction have been difficult to identify,
define and measure with any degree of precision. Furthermore, the individual performer may attain one set of
satisfactions from work efforts, whereas the group with which the same individual identifies attains another.
Meanwhile, as the individual and the group coordinate their needs and efforts, a third set of satisfactions develops.
These satisfactions are those gained by the leaders or employers of the group – those who both receive and offer
some form of reward for the services provided by the individual and the group.
This paper focuses on the rewards members of an organization receive from their employers. Specifically, it
focuses on monetary rewards paid either directly or indirectly. These rewards may be paid in the short term or in
a long term. Employers use their reward systems to attract and retain those who not only have the desired
knowledge and skills, but also have the interest and are willing to put forth the effort needed to link their
knowledge and skills to the accomplishment of organizational goals and objectives. This research paper focuses on
the Objectives, features, determinants, Types of the strategic reward systems.
Purpose of Research:-
My purpose of research is to discuss the issues, challenges, strategies and recent trends in area of business research and to
investigate an area or issue on which little previous work has been carried out.
Research Methodology: -
Secondary data is collected from textbooks, websites etc.
Introducing Strategic Reward Systems
The enhancement of employees’ motivation to work is one of the major challenges facing the human resources
management system. Some of the important questions which need to be answered are: -
a) Is only recognition enough to motivate employees or does the remuneration also matter?
b) How does the motivation – drive affect factors like error rate, grievances and time
lost due to absenteeism?
c) How can such programmes be sustained over a period of time?
There have been theories of applied motivation such as ‘need theory’, ‘reinforcement theory’ and ‘expectancy theory’.
A close look at these theories reveals a common driving principle – ‘people generally prefer to do what they are
rewarding for doing’. There is a pressing need to integrate these theories and formulate a unified motivational
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framework for management practice. To achieve this, managers need to focus on the three key areas of responsibility –
performance definition, performance facilitation, and performance encouragement. These deal with setting objectives,
providing resources and providing timely rewards that are valued by employees.
The reward & treatment of employees is bound up with the overall conditions under which the person works. It is of
prime importance, therefore, that managers understand how to evaluate jobs & how to construct systems for rewarding
people as part of their employee relations strategy. To the extent that this assumption is valid, the additional financial
rewards obtained by employees can meet many of their own needs & at the same time contribute increased company
profitability.
Strategic reward is based on the design and implementation of long-term reward policies and practices to closely support
and advance business or organizational objectives as well as employee aspirations.
Employees should be compensated and rewarded for the time and effort they put into work. Strategic reward
management involves the formulation and implementation of an equitable reward system that is congruent with the
organization’s strategic objectives. A strategic reward system is a type of human resource management tool that is used
to reward hardworking employees in an organization. It operates on two main principles; the best fit perspective and the
best practice advocates claim. Rewards can be either intrinsic or extrinsic. However, it is important when designing,
implementing and using a reward strategy, that it meets both individual and organizational needs.
In addition to satisfying employees, strategic total rewards create cost efficiencies for the organization. The use of
strategic rewards should offer more value for the given cost of a reward by effectively driving performance linked to
organizational objectives.
The main purpose of a reward system is to motivate the employees to work in a direction that corresponds with the
company’s predefined goals. According to Samuelson et. al., rewards control our behavior. Consequently, to make the
employees work in a desired direction it is important that companies use rewards which stimulate the desirable behavior.
Further, it is of significant importance that the reward system is designed in a way that makes the individual or the groups
feel they are able to influence the results. Thus, if a company wants to stimulate innovation and growth, the rewards
should be based on measures of performance, for example, the growth achieved or number of products introduced.
It is important to consider is who should be included in the reward system. Usually, the managing director is comprised
in the reward system, but also other managers and employees may be included in the reward system.
Review of Literature: -
Burack and Boldsmith, ‘’ an incentive scheme is a plan or programme to motivate individual or group performance. An
incentive programme is most frequently built on monetary rewards (incentive pay or a monetary bonus), but may also
include a variety of non-monetary rewards or prizes”.
Thomas B. Wilson says Innovative Reward Systems for the Changing Workplace explains the compensation and reward
strategies successful companies use to focus, encourage, and achieve high performance.
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As per Robert L. Heneman, it is very important to remember that the management of reward systems takes place in a
larger context that must be accommodated when designing, implementing, and evaluating strategic reward systems. This
larger context includes the business environment, business strategy, and compensation strategy. Elements of the
environment include the internal environment (organizational structure, business processes, and HR systems) and
external environment (laws and regulations, labor markets, and unions).
According to John Wiley & Sons, Ltd, Pay systems are linked with divisional strategic orientation, but in a different
form than prior studies. Additionally, we identify hierarchical position as an important variable in the tailoring of reward
systems. Hierarchy has a significant main effect on pay plan design, and an interactive effect with strategic orientation.
Thorpe and Homan (2000), argue that previous developments in the design of pay systems did not directly relate to the
real priorities and problems faced by organizations. Thus, the need to devise pay systems linked to business strategy
arose.
Lawler (1995) states that all organizational systems must start with business strategy “…it specifies what the company
wants to accomplish? how it wants to behave, and the kinds of performance and performance levels it must demonstrate
to be effective.” Business strategy, driving individual and organizational behaviors, is the touchstone for the development
of the reward strategy.
Fernandes (1998) describes total reward as “The sum of the values of each element of an employee’s reward package.”
Schuster and Zingheim says, “Merit pay and traditional performance appraisal make it impossible to view employees as
key elements of organizational strategy and tactics.”
Features Of A Strategic Reward System: -

Rewards have five aspects which have to be taken care of – value of rewards, amount of rewards, timing of rewards,
likelihood of rewards, and their fairness. A reward system has the following important features: -
a) An incentive plan may consist of both ‘monetary’ and ‘non-monetary’ elements mixed elements can provide the
diversity needed to match the needs of individual employees.
b) The timing, accuracy and frequency of incentives are the vary basis of a successful incentive plan.
c) The plan requires that it should be properly communicated to the employees to encourage individual
performances, provide feedback and encourage redirection.
Objectives Of Reward Systems [As Per Lawler (1996)]

1) Attract And Retain Employees: -
The ability of reward systems to attract and retain employees is of primary concern to most organizations. This is
obviously an issue during periods of economic expansion when labour markets are ‘tight’ and organizations struggle to
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fill positions and hold on to qualified employees. However, even during recessions, organizations are concerned with
finding and securing the efforts of qualified individuals.
2) Motivate Performance: -
Wagner (1990) claims that a primary concern in the design of reward systems is how well the plan will work in
motivating employees. However, there are several theories of motivation and no agreement on a ‘general theory’.
Different theories underpin very different types of reward systems. As we will see, even the same theory can be
interpreted in different ways and used to support alternative pay system designs. Wagner (1990), claims that “two of the
process theories of motivation are of particular importance in the development of performance pay programs: the Equity
and Expectancy theories of motivation.”
3) Promote Skill And Knowledge Development: -

Marchington and Grugulis (2000) observe “There is little doubt that there has been a growing recognition during the
last decade of the importance of training and development, and even learning as a source of sustained competitive
advantage as employers introduce more skills-specific form of training and experience continuing skills shortages in
some areas.” However, there is some debate about if and how skill development and acquisition should be linked to the
reward system.
4) Contribute To Corporate Culture: -

Drennan (1992) describes culture as “‘how things are done around here.’ It is what is typical of the organization, the
habits, the prevailing attitudes, the grown-up pattern of accepted and expected behavior.” Peters and Waterman
(1982), Kanter (1983) and others identified corporate culture as a factor that impedes or facilitates organizational
change.
Lawler, throughout his work discusses the importance of reward system congruence with management style and other
organizational systems. In particular he points to the importance of two process issues: communication and decision-
making.
5) Reinforce And Define Structure: -

The reward system of an organization can help reinforce and define the organization’s structure. Often this feature is not
fully considered in their design. As a result, the reward system‘s impact on the structure of an organization is
unintentional. This does not mean, however, that its impact on the organizational structure is necessarily minimal.
Indeed, the reward system will help define the status hierarchy and the degree to which people cooperate with people
from other departments and with people within the work area. It will also strongly influence the kind of decision
structure that exists.
6) Determine Pay Costs: -

Although labour intensity varies across industries and services, labour costs are a significant percentage of operating
costs for most organizations. Schuster and Zingheim (1993) suggest that there is a critical flaw in reward systems that
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rely primarily on base pay as the primary form of reward because increases lead to a permanent escalation of operating
costs that is generally disconnected from organizational outcomes like sales turnover and profit.
Determinants Of Reward System: -

Most organizations believe that the reward system is designed to pay off for merit. The problem is that the definitions of
merit are often debatable. Some define merit as ‘being deserved’, while to others, merit is ‘achieving excellence’.
Deserving rewards may take into consideration such factors as intelligence, effort or seniority. A major contributor to the
problem is the difficulty of defining excellence. If excellence is performance, we concede how unsatisfactory our efforts
have been at trying to measure performance.
The popular criteria by which rewards can be distributed are: -

A) Performance: -
Performance is the output. To reward people in the organization, therefore, requires some agreed-upon criterion for
defining performance. A difficult issue with performance is differentiating between quantity & quality. For example, an
individual may generate a high output but his performance standards might be quite low. Hence, where controls are not
instituted to protect against such abuses, we often find quantity replacing quality.
B) Effort: -
The rewarding of effort represents the classical example of rewarding means rather than the ends. In organizations, where
performance is generally of a low caliber, rewarding of effort may be the only criterion to differentiate rewards on the
assumption that those who try should be encouraged. In many cases, effort can count more than actual performance. The
employees, who can show his effort, without really putting one, will stand to be rewarded more than his sincere
counterparts.
C) Seniority: -
Seniority dominates most government organizations in the world, and while they do not play an important role in
business organizations, there are evidences that length of time on the job is a major factor in determining the allocation of
rewards. The greatest virtue of seniority is that, relative to other criteria, it is easy to decide am employee’s seniority. So
seniority represents an easily quantifiable criterion which can be substituted for performance.
d) Skills Held: -
Another practice that is not uncommon in organizations is to allocate rewards on the basis of skills of the employee.
Regardless of whether the skills are used, those individuals who possess the highest skills or talents will be rewarded
commensurately. Where such practices are used, it is not unusual to see individuals become ‘credential crazy’. The
requirement that an individual needs a university degree in order to attain a certain level within the organization is
utilizing skills as a determinant of rewards. When individuals enter into an organization, their skill level is usually a
major determinant of the compensation that they will receive. In a competitive market, skills become a major element in
the reward package.
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e) Job Difficulty: -
The complexity of the job can be a criterion by which rewards can be distributed. For example, those jobs that are highly
repetitive and can be learnt more quickly may be viewed as less deserving in reward than those that are more complex
and sophisticated. Jobs that are difficult to perform, or are undesirable due to stress or due to unpleasant working
conditions, may have to carry with them rewards that are higher in order to attract workers to these activities.
F) Discretionary Time: -
The greater is the discretion called for on a job, the greater is the impact of mistakes and a need for good judgement. In a
job that has been completely programmed, that is, where each step has been procedurized and there is no room for
decision making by the incumbent, there is a little discretionary time. Such jobs require less judgement and lower
rewards can be offered. As discretionary time increases, greater judgemental abilities are needed and rewards must
commensurately be expanded.
Classification Of Strategic Rewards System:-

1. Compensation Or Monetary Rewards
2. Non Compensation Or Non-Monetary Rewards: -
1. Compensation Or Monetary Rewards: -
Rewards for an employee – covering both monetary compensation and non-monetary recognition – must meet his basic
needs and conform to the three parameters of external equity, internal equity and individual equity. The external equity
must ensure fairness vis-à-vis compensation standards in the industry, internal equity must ensure a fair deal for him
within the organization in comparison to his colleagues, and the individual equity must reward his unique contribution to
the company. Crucially, while these three factors are related to broad forces such as the cost of living, the rate of
inflation, pay scales in the industry & pay scales within the organization, the company can link the rewards directly to its
strategic goals by pegging it to the employee’s contribution towards achieving them. Thus companies will be able to
ensure that their pay systems are integrated firmly into their business.
In fact, new dimensions of measuring performance will emerge continuously. The switch to teamwork, for instance, will
force team-based appraisal and reward systems to be designed and implemented accordingly.
Linking the form of reward to business objectives will yield positive results. For instance, start ups that need
entrepreneurial action from its employees, will have to offer large quantum of cash, goal-linked incentive pay, and
possibly, stock options to link compensation to profits. However, mature companies whose focus is on managing their
earnings per share and protecting market share will have to seek out managerial talent and reward it with flexible, tax-
friendly, compensation packages, with benefits designed to improve the quality of life.
Companies that are flattening their structures with close promotion routes as promotions within the new hierarchy will
fall. They will have to dismantle the promotion mindset in their people, equate growth with lateral movement, and
increase and improvise their reward systems to link pay packets to performance.
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The compensation system results from the allocation, conversion and transfer of the income of an organization to its
employees for their monetary and in-kind claims on goods and services.
Monetary claims on goods and services are wages and services are wages or salaries paid to an employee in the form of
money, or a form that is quickly and easily transferable to money at the discretion of the employee. As a medium of
exchange, money enables an employee to purchase certain kinds and amounts of a wide variety of goods and services
available in the marketplace. The actual kinds and quantity of purchases made depend on the individual mechanisms that
motivate choice behavior. Wages and salaries in the form of money may be further subdivided into payments earned and
acquired at the present time and payments earned but not required until some future time – deferred payments.
In-kind claims are claims on goods and services made available and paid for either totally or in some percentage by the
employer. Employees often have little or no opportunity for immediate monetary gain from an in-kind payment.
An analysis of each compensation dimension must include a discussion of the many components in that dimension. The
types of Compensation rewards are given below:-
1) Pay For Work And Performance
 Base Pay
 Overtime Premiums
 Shift Differentials
 Weekend Premiums
 Holiday Premiums
 Call-back Pay
 Safety Pay
 Patent awards etc
2) Pay For Time Not Worked

 Holidays
 Vacations
 Jury Duty
 Election Official
 Funeral Leave
 Paternity Leave
 Maternity Leave
 Lunch & Rest Periods etc
3) Disability Income Continuation

 Short-term Disability
 Long-term Disability
 Workers’ Compensation
 Social Security
 Travel Accident Insurance
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 Sick Leave etc.
4) Loss-Of-Job Income Continuation

 Unemployment Insurance
 Guaranteed Annual Income
 Job Contract
 Individual Account Plan
 Trade Adjustment Assistance
 Underemployment benefits etc
5) Deferred Income
 Social Security
 Pension Plans
 Profit Sharing
 Savings and Thrift Plans
 Stock Grants
 Investment Trusts
 Job Contracts
 Annuities (Insurance Based) etc.
6) Spouse (Family) Income Continuation

 Pension Plan
 Life Insurance
 Social Security
 Travel-accident Insurance
 Funeral Arrangements
 Postretirement Life Insurance etc.
7) Health, Accident Liability Protection

 Dental
 Vision Care
 Hearing Aid
 Prescription Drugs
 Visiting Nurse
 Employee liability etc
8) Income Equivalent Payments

a) Tax Free
 Charitable Contributions
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 Giving of Gifts
 Counseling
 Child Adoption
 Child Care
 Parking
 Home Utility Allowance
 Security Escort Service etc.
b) Tax Favored
 Medical Expense Reimbursement
 Personal Use of Credit Cards
 Vacation Accommodations
 Special Loan Arrangements
 Club Membership etc
2. Non Compensation or Non-Monetary Rewards: -
Recognition is fast becoming its own reward. Corporate India is finally beginning to believe that money-what Frederick
Herzberg called the hygiene factor – only denotes the price of an employee. For value, companies must institutionalize
non-monetary rewards and recognition systems to motivate their employees. Recognition is a basic requirement for
creating a positive work culture in the organization. It enthuses and encourages them to innovate products and processes.
Types of Non-Monetary Rewards: -
Non-monetary rewards are given below: -
1. Treats
 Free lunches
 Festival bashes
 Coffee breaks
 Picnics
 Dinner with the boss
 Birthday treats
2. Knick-Knacks
 Decorative
 Co. watches
 Tiepins
 Brooches
 Diaries
 Calendars
 Wallets
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 T-shirts
3. Awards
 Trophies
 Plaques
 Certificates
 Scrolls
 Letters of appreciation
4. Environment
 Renovation
 Music
 Flexible hours
 E-mail
5. Social Acknowledgement
 Informal recognition
 Recognition at office get-togethers
 Friendly greetings
 Solicitation of advice/suggestion
 Membership of clubs
 Companies facilities for personal projects
6. Tokens
 Movie tickets
 Vacation trips
 Coupons redeemable at stores
 Early time-offs
 Anniversary/birthday presents
7. On-The-Job Rewards
 More responsibility
 Job rotation
 Special assignments
 Training
 Representing the company at public for a
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Conclusion:
An organization is formed to accomplish a specific mission. To do this, it must attract and hire people who have certain
knowledge, skills, aptitudes and attitudes. An organization designs and implements a reward system to focus worker
attention on the specific behaviors the organization considers necessary to achieve its desired objectives and goals. If
rewards are to be useful in stimulating desired behaviors, they must meet the demands of the employees whose behaviors
they are intended to influence. One great difficulty they face is that the value an individual attaches to a specific reward
or reward package may vary significantly over time, and the time span need not be too long. Furthermore, the worth of a
reward is greatly affected by any factor that influences the lifestyle of an individual. Because of the almost endless
variety of human qualities, job requirements and situational demands, the task of designing and managing a reward
system so that it will benefit the organization is a difficult and complex undertaking.
As Albert Camus, the French philosopher, stated: “Without work all life goes rotten. But when work is soulless life
stifles and dies”. For the great majority of people, work is a necessity. As the result of working, people obtain
compensation rewards that provide money to purchase a wide variety of goods and services or receive in kind payments
of goods and services that would have required the expenditure of money had they not been provided by the employer.
Non-compensation rewards are almost infinite in variety. These rewards satisfy both emotional and intellectual demands.
They make people feel good about themselves, permit them to make full use of their talents, and promote interactions
with others in a supportive manner.
Through work, employees have the opportunity to improve their lifestyles. The analysis of lifestyle demands and the
opportunity for maintaining a current lifestyle and improving it in the future underscore the importance of job-earned
compensation. It is no wonder that a major union leader made this statement: “A job is job; if you don’t pay enough, it is
a lousy job.” Or that another union leader has stated, “The most sensitive artery in the human body is the one going from
the heart to the pocketbook."
References
Books:
1. Greenlaw Paul S., Kohl John P., PERSONNEL MANAGEMENT – Individual Incentive Systems, Harper &
Row Publishers, London.
2. Henderson Richard I., (1994), Compensation Management – The Reward System, 6th Edition, Prentice Hall,
New Jersey (pg. 3-8).
3. Pattanayak Biswajeet, (2003), Human Resource Management – Reward System, 2nd Edition, Prentice Hall India
(PHI), New Delhi (pg. 234-248).
4. Tyson Shaun, York Alfred, (1982), PERSONNEL MANAGEMENT – The Reward & Conservation of
employees, Made Simple Publishers, London (pg. 205 -207).
Websites: -
5. http://ceo.usc.edu/working_paper/strategic_reward_systems.html
6. http://discussionhr.blogspot.in/2011/06/strategic-reward-system.html
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7. http://www.projectsparadise.com/reward-systems-strategy/
8. www.worldatwork.org/waw/adimLink?id=17179
9. www.as-hrconsulting.ch/wp.../SMJ-Strategic-Rewards-Systems-2001.pdf
10. www.business.mmu.ac.uk/parc/2005/morris_maloney.pdf
11. www.leeds-faculty.colorado.edu/.../...
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Employee Retention as A Challenge For
Sustainable Development W.R.T. B.P.O. Industry in Pune
Dr. Anand Gaikwad

Professor,
MIT College of Engineering – Center for Management Studies & Research,
Kothrud, Pune - 411038. Email:- anandgg2002@yahoo.co.in
_________________________________________________________________________________________________
Abstract
Almost all industrial sectors are getting affected due to globalization. BPO sector is one of them. Business Process
Outsourcing (BPO) is basically an organization which provides services of completing major work for the
customer on producer’s behalf. Presently every sector is witnessing a stiff competition; this in turn compels
organization to have adequate, skilled and motivated manpower, which can have a positive impact on business.
BPOs are also facing problems with retention of employees. BPO industry is trying very hard to succeed and to
grow in the real sense towards sustainable development. Pune city is also surrounded by number of BPOs. Non-
existence of retention strategy creates problems on many fronts. Some factors of concerns such as training
programmes are not organized as per requirements, less importance to recognize long service of the employees, no
stay interviews, employee satisfaction survey, less awareness about educational growth opportunities, Odd shift
timing and difficulty in adjusting shifts or sanctioning of leaves as per need. Appreciating subordinates,
conducting stay interviews and employee satisfaction surveys and organizing different training programmes as
per need, is a key for retention of employees and sustainable development.
1. Introduction:-
Competent employees are integral part of corporate world in all walks of life. It is definitely a key factor in
an organization to achieve its objectives. Globalization has immensely affected all aspects of the organization.
We are witnessing a stiff competition, due to penetration of MNCs in an Indian market. This in turn compels
organization to have adequate, skilled and motivated manpower, which can have a positive impact on business.
Hence there is a rat race to acquire such employees by hook or crook. If at all effective managers are managing
a team, it is very difficult to get the work done from them and maintain their morale at the higher level. Several
sectors are struggling to find out new ways of retaining employees which foster sustainable development of
business. Business Process Outsourcing (BPO) is also one of the new emerging big sectors, facing retention
challenges.
a) Employee Retention:-
The most challenging job in today’s competitive world for any organization is to identify, recruit and retain a
high quality workforce.
Employee retention is the foremost problem; which all organizations are now facing in the global competitive
environment.
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Employee retention means many things to many people in each organization. There is no single definition of
employee retention. Some views mentioned by J. Leslie McKeon are as under:
1. 'Employee retention means stopping people from leaving this organization.'
2. 'Employee retention is all about 'keeping good people.'
3. 'Getting our compensation and benefits into line with the marketplace.'
4. 'Stock options, crèche facilities, and other perks.'
5. 'It's got to do with our culture and how we treat people.'
6. In fact, the concept of employee retention arose in response to increasing number of
employees leaving the organization due to various reasons.
b) B.P.O:-
“Outsourcing is a major movement. Companies realize that they do not necessarily have to provide services
internally – they can get higher quality if they use specialist service organizations which can provide this
service as their business focus, allowing the attention of the executives to remain on their core business.” –
Peter Senge, Learning Organisations
Business Process Outsourcing (BPO) is basically an organization which provides services of
completing major work for the customer on producer’s behalf. This helps producer to concentrate on business
i.e. core activity of the business. This is done by many organizations at the lesser cost than they pay in their
country to their employees. India is one of the preferred destinations for outsourcing. BPO services have gained
prominence during the past couple of years as more and more organizations have recognized the practical and
enhanced value of externally delegating processes as opposed to doing them in-house. BPO is generally
discussed in the context of “services” organizations like banking, credit card, insurance, mortgage and other
financial services etc. However, today’s organizations are very complex and even product manufacturers have
“service” organizations embedded within them. As oil has changed the face of eastern countries, BPO has
changed the face of India. This sector is facing a burning issue of retaining their manpower.
2. Research Methodology:-
Objectives:-
1. To study the nature of retention strategies adopted by BPO industry.
2. To know reasons affecting the decisions of the employees to leave job.
3. To understand initiatives taken by HR managers, towards retention of employees in BPO
industry for sustainable development.
Data:-
Secondary data from the research work for doctorate of researcher has been used for this research purpose.
Sources of Data:-
Library books, Journals, Research Papers, News Paper Articles are used as sources of data.
Sampling Technique:-
Convenience sampling technique was adopted for this research paper.
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Scope of the Study:-
This research covers B.P.O. industry’s employee retention strategies. It is helpful to understand the significance of
employees’ long term association with the organization. This paper focuses on present scenario of retention
challenges that are being faced by BPO industry.
Limitations:-
The research study carried out on the basis of secondary data. The time limit was also one of the limitations.
3. Findings:-
a) Impact of non-existence of retention strategy:-
BPO industry is trying very hard to succeed and to grow in the real sense towards sustainable development.
Non-existence of retention strategy creates problems on many fronts. Some factors of concerns have been
addressed here.
• Organizing training programmes based on requirements of their jobs for employees at all levels, is not taken
seriously in some organizations.
• Organizations do not give importance to recognize long service of the employees.
• It was found that organization that does not carry out stay interviews of their employees do not understand due
to which people stay or leave.
• Many organizations do not carry out survey which verifies whether employees are satisfied or not?
• Organizations are giving due recognition to problems of women employees. This is very important from women
employees’ perspective and in the light of incidences which are taking place, posing a challenge in front of the
organizations.
• There is less awareness among the employees about educational growth opportunities.
• Odd shift timing disrupts social life dramatically.
• It becomes very difficult to adjust shifts or sanction leaves of employees as per their need to ensure that,
employees get adequate time for self, family and social gatherings.
b) If employee retention strategy exists how it is helpful to company for sustainable development:-
• Managers, those who appreciate their subordinates, chances of employee retention increases. This will definitely
help in developing the morale of an employee and the individual employee will associate himself with the job
and organization. Organizations have seen positive results.
• Some organizations do have practice of conducting stay interviews of their employees, periodically to find out
the reasons, due to which employees leave the organization. This helps HR Managers to provide appropriate
solution for a particular problem in order to retain employee. This will definitely amounts to sustainable
development.
• Organizations conduct ESS, can verify, whether employees are satisfied or not? If, this is accepted by the
organizations as a regular practice, then it will definitely improve employee retention.
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4. Conclusions:-
Based on the above the research findings, researcher would like to conclude as follows;
• Absence of retention strategies in the organization faces lot of challenges of retaining employees.
Increased costs of HR practices are the common phenomena in such organizations.
• Employees leave jobs due to reasons like no appreciation from the boss, less awareness of career growth, no
recognition towards long service of an employee etc.
• Organizations implementing retention strategies such as Employee Satisfaction Surveys, Stay interviews on
periodic basis, appreciation by the superior at the appropriate time etc., experience positive results like
motivated workforce, high productivity which ensures viability of an organization and sustainable
development.
5. References
• Mamoria C.B., “Personnel Management”, Himalaya Publishing House, Mumbai, (1996) 12thEd.
• Kothari C.R., “Research Methodology”, Himalaya Publishing House, Mumbai. (1998) 2nd Ed.
• Dr. Bhatt Nityesh and Mr. Jain Sanjay, “BPO industry in India : HR challenges & Strategies” Amity Business
Review - Vol. 7 No. 1 Jan-Jun, 06 - Page nos. 65 to 73.
• Dr. Nasina Jigesh, “Retention Management in BPO industry in India”, Indian Journal of Training &
Development, Vol. 36 No.3 Jul- Sept, 2006; page nos. 55 to 60.
• Raman R., “Strategies to retain human capital in BPO industry”, Abhigyan Vol. 23 No. 4, January-March,
2006; page nos. 32 to 37.
• Dr. Rao Nageshwar R., “BPO in Indian markets – its opportunities, challenges and concerns”, Indian
Economic Panorama, Vol. 17 No. 1, April, 2007; page nos. 1 to 3 & 15.
• Mr. Aggarwal Nitin, “MAKING THE RIGHT CALL -Managing attrition in BPO companies must be a strategic
priority”, Indian Management Vol. 44 No. 12, issue of BPO – Special Report, Dec., 2005. Page nos. 39 to 42.
• Prof. Scalem M., “Managing attrition in BPO industry: critical factors and strategic recommendations”,
Abhigyan Vol. 23 No. 3, October - December, 2005. Page nos. 2 to 7.
• Mr. Kunwar Atul, “RETENTION MANAGEMENT : A must win-win for BPOs”, Indian Management, Vol. 44
No. 12, issue of BPO – Special Report, Dec., 2005. Page no. 48.
• Mr. Sharma Sanjeev, “Retention Strategies in ITES-BPO Industry”, Vyas Rajashree, “Employee Retention: Why
and How ?” published in the proceedings of the Fourth AIMS International Conference on Management, 28th –
31st December, 2006., Vol. 1.
• Prof. Shaikh Mohsin, “The War for Talent: Strategies for Employee Retention in the BPO Industry”, Indian
Journal of Training & Development, Vol. XXXVII, No. 4, October- December, 2007, Page Nos.34 to 41.
• Mr. Phadke Pradeep “ATTRACTION OF CAREER IN BPO : SHORT TERM”, Daily Sakal, 11th November,
2006,
• www.bpoindia.org/research/retention-strategies-call-center-industry.shtml
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A Study on Awareness of Balanced Scorecard and Its Scope in B-Schools
Vijaykumar Biradar
Faculty,
Karnatak Arts College, Karnatak University, Dharwad.
E-mail:- dimsrvijay@gmail.com
B. B. Biradar
Assistant-Professor
Karnatak Arts College, Karnatak University, Dharwad.
E-mail:- biradar1979@gmail.com
_________________________________________________________________________________
Abstract:
India is an emerging economy at faster pace, wherein industry drives education and not vice versa. In today’s
world of global competition, providing quality service is a key for success and a must for survival of any
organization. Institutes of higher education in India are also focusing on ways to render high quality education
which is the need of the hour.
Higher education institutes in general and business schools in particular are facing new challenges in order to
provide quality education. Business schools must apply an appropriate performance measurement system and
should also incorporate all perspectives of institute stakeholders.
The Balanced Scorecard is extensively used management tool in the industries to diagnose and improve the
performance of the organization. It is developed by Robert Kaplan and David Norton in 1992, the Balanced
Scorecard is a comprehensive approach that analyses an organization’s overall performance from four
perspectives: financial, customer, internal business processes and learning and growth.
A few key performance indicators (KPI) that we have to consider here to measure the performance of B-Schools
are; percentage of teaching staff salary per total operating expenses, degree of freedom given to faculty to be
engaged in research activities, quality of students admitted and level of students’ satisfaction etc.
This paper examines the awareness and scope of balanced scorecard in B-Schools with reference to selected B-
Schools of Hubli-Dharwad cities. The research has employed a structured questionnaire for collecting data from
respondents. Convenience sampling method is used to select the respondents. The result of the study reveals that
awareness about balanced scorecard is less and there is huge scope for implementing in B-Schools which will
enhance the overall performance of stakeholders and the organization.
Introduction:
In today’s world of global competition, providing quality service is a key for success, and many experts concur that the
most powerful competitive trend currently shaping marketing and business strategy is service quality. Institutes of higher
education are also focusing on ways to render high quality education to their educators and have a better performance.
Kaplan and Norton are acknowledged by the large part of specialty authors as the parents of the instrument for measuring
the performance of economic entities, named BSC. This concept was published for the first time in the Harvard Business
Review (Kaplan & Norton, 1992). The concept of this instrument is based on a study by Kaplan and Norton, who
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analyzed twelve enterprises in the US regarding the design of their information and control systems. The Original BSC
consists of four perspectives which are aiming at building up a well – balanced performance measurement system. The
four perspectives are built around the strategy of economic entities, derived from their vision and mission. The novelty
brought by the BSC is that it includes in the management’s decision along with the financial indexes, the non-financial
ones, absolutely necessary in the present informational era context. Managerial accounting literature also advocates the
use of financial and nonfinancial performance measures as a tool in order to overcome the deficiencies attributed to
financial measures.
In this context, BSC according to Kaplan and Norton has four measurement perspectives: financial perspective, customer
perspective, internal process perspective, learning and growth perspective. Organizations which use this model customize
it with their own process and environment therefore there is no need for applying the four perspectives of BSC or they
could affix another perspective to BSC, according to their needs (Kaplan & Norton, 1996).
Although the concept of the Balanced Scorecard is very popular in the business world resulting in more efficient and
profitable organizations, it is applied less frequently to higher education, particularly to B-schools. So, this study has
been taken to know the awareness of BSC in education sector and its scope in implementation of BSC with reference to
B-Schools of Hubli-Dharwad. It is worth investigating and using of Balanced Scorecard as a management tool for
improving the productivity.
Review of Literature
Jonen & Simgen Weber, worked on BSC in 2006. Contrary to the rich literature existent on the BSC subject in the
private sector, there are a few research papers in specialty literature in what concerns the application of BSC in
universities. Experiences with BSC in the field of universities and education are by far not as wide as it is the case in
major enterprises or more often also in medium sized businesses.
Amaratunga and Baldry used BSC in measurement of higher education sector performance, then they confirmed the
relation between performance measurement and performance quality based on BSC model.
As stated by the specialty literature, a tradition of using the BSC was established in the Anglo-Saxon Universities.
Successful examples in this idea are the Universities from the USA, Australia, Finland and Spain. In the following we
present the case of Bond University from Australia, founded in 1987. Bond University has developed a corporate
Balanced Scorecard, which focuses on, and monitors, four perspectives: Customer, Financial, Internal Business and
Innovation and Learning. Bond’s Balanced Scorecard translates the University’s mission and goals into a set of
objectives, measures and targets in the above four perspectives. Through the
Cribb & Hogan, worked in 2006; Balanced Scorecard, the University aims to monitor both current performance and its
efforts to provide teaching, learning and research activities of the highest quality, improve customer services, streamline
key processes, provide an environment in which its employees are motivated and developed, and enhance information
systems.
This research is based on primary & secondary data. The primary data is collected with the help of structured
questionnaire. Secondary data is collected through websites, journals etc. the questionnaire were distributed to 43
respondents out of which 32 respondents provided correct data which is considered as sample for the study. The collected
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data is analyzed with the help of statistical tool i.e. percentage, charts, tables & graphs. The convenience sampling
method is used to collect data.
Objectives:
 To study the awareness about BSC.
 To study the scope of implementation of BSc in B-Schools.
Analysis and Findings:

Measures used by B-Schools to evaluate overall performance
Chart No. 1
Measures used to evaluate the performance of B-School
16%
28%
6%
50%
Monthly Reporting System Financial Audit Performance Appraisal Review of annual report
Above Chart explains about the measuring tools that are used by B-Schools; out of 32 B-Schools, five B-Schools are
using Monthly Reporting System, two B-Schools are using Financial Audit, sixteen B-Schools are using Performance
Appraisal and nine B-schools are using Review of Annual Report. This reveals that the performance appraisal is used
more to analyze performance of B-Schools.
Awareness of Balanced Score Card

Chart No. 2
Awareness of Balance Score Card
14
13
12
10 10
Respondents
8 6
6
3
4
2
0
Yes, heard it Know it very well Know only part of it Don’t know at all
Factors
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Above chart reveals about the awareness of BSC, about 9% of respondents have heard about it, 19% of respondents
know it very well, 41% of respondents know only part of it and 31% of respondents don’t know at all. This clearly
indicates that there is very less awareness about the BSC and hence there is more scope for implementation.
Dimensions of Balanced Score Card
Dimensions Mean
Financial Perspective 4.4
Customer/Stakeholder Perspective 4.5
Learning & Growth Perspective 4.5
Internal Institute Process 4.1
The above table illustrate the dimensions consider in Balanced Score Card to evaluate the performance of B-Schools. The
mean score of each dimension depicted in table no. 4. The mean score of these dimensions ranges from 4.1 to 4.5. This
clearly reveals that customers/stakeholders, learning & growth perspective plays a vital role in terms of assessing
performance of B-Schools. (i.e. 4.5 out of 5 point scale). Financial perspective and internal institute perspective is
another two dimensions which are considered to assess the performance B-Schools with 4.4 and 4.1 score out of 5 points
scale respectively. This reveals that the above said dimensions of BSC will be appropriate to assess the performance of
B-Schools.
Necessity of comprehensive measuring tool for the evaluation of performance of institute
Factors Yes NO
Respondents 30 02
From the above table, 94% of respondents have expressed that the comprehensive measurement tool is necessary for
evaluating the performance of B-Schools and 6% respondents have told that it’s not necessary. This clearly explains that
measurement tool is required for assessing the performance of B-Schools.
Feasibility to use Balanced Score Card to measure performance in B-Schools

Chart No. 3
Feasibility of using balance score card to evaluate perform ance
of B-School
35
29
30
Respondents
25
20
15
10
3
5
0
YES NO
Above table reveals about the feasibility of using Balanced Score Card to measure performance of B-Schools, 91% of
respondents have told it is feasible, and 9% of respondents have told it is not necessary. Hence, most of respondents have
felt it’s feasible to implement BSC, we can implement in B-Schools.
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Recommendations:
1. It is essential that all the four perspectives of BSC is to be considered to measure the performance of the B-
Schools, i.e. Financial Perspective, Customer /Stakeholder Perspective, Internal Institute/Academic Process,
and Learning & Growth Perspective.
2. It is essentially required to use ‘Financial Perspective’ of Balanced Score Card in evaluating performance in the
B-Schools. The important key performance indicators to be considered are:
i. Percentage of teaching staff salary per total operating expense

ii. Percentage of teaching staff salary per total operating expense
iii. Growth rate of revenue
3. It is important to consider ‘Customer /Stakeholder Perspective’ of Balanced Score Card in evaluation. The
important key performance indicators to be considered are:
i. Percentage of Graduates employed within one year

ii. Percentage of Graduates receiving first-class honors
iii. Number of research publications per full time lecturer
iv. Degree of freedom given to faculty for research work
v. Number of activities/projects for academic service to the community
4. It is important to consider ‘Internal Institute/Academic Process’ of Balanced Score Card in evaluation. The
important key performance indicators to be considered are:
i. Staff-student ratio
ii. Percentage of Lecturers with doctoral degree or equivalent
iii. Student opinions on lecturer’s teaching efficiency
iv. Number of hours for library and computer service
v. Number of student activities/projects per total students
5. It is essential to consider ‘Learning & Growth Perspective’ of Balanced Score Card in evaluation of
performance of B-Schools. The important key performance indicators to be considered are:
i. Number of Staff Training development program

ii. Degree to which technology is used in specific courses
iii. Expenditure on hardware/software
iv. Adequacy of classroom and equipment facilities for providing globally relevant management
education
6. As we found there is more feasibility in implementing the BSC, we can successfully implement Balanced Score
Card in evaluating performance of B-Schools.
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Conclusion
The results of the interviews of B-Schools Deans and other academic staff reveal possible measures for each perspective
of the Balanced Scorecard.
There are seventeen measures included in the Balanced Scorecard: three in the financial perspective, five in the
customer/stakeholder perspective, five in the internal institute/ academic process perspective, and four in the learning
and growth perspective.
This paper has attempted to present the possibility of applying the concept of the Balanced Scorecard as a management
tool in the B-Schools of Hubli-Dharwad. The paper explored the use of the Balanced Scorecard in few other universities
and finds that, although universities have applied the Balanced Scorecard, there is no evidence that strategy maps based
on university’s stakeholders ‘perceptions’ are created. This study has revealed about the awareness of BSC and its
relevance in applying to B-Schools.
Reference:
• Kaplan, R.S. and Norton, D.P. (1992). “The Balanced Scorecard - Measures that Drive Performance”,
• Harvard Business Review Vol. 70, No. 1, pp. 71-89. Kaplan, R.S. and Norton, D.P. (1996). “The Balanced
Scorecard - Translating Strategy into Action”, Harvard Business School Press, Boston, USA
• Lawrence, S. and Sharma, U. (2002). “Commodification of Education and Academic Labour - Using the
Balanced Scorecard in a University Setting”, Critical Perspective on Accounting, Vol. 13, pp. 661-677.
• CHEN, S. H., YANG, C. C., SHIAU, J. Y. (2006), “The Application of Balanced Scorecard in the Performance
Evaluation of Higher Education”, The TQM Magazine, Vol. 18, No. 2, pp. 190-205.
• PAPENHAUSEN, C., EINSTEIN, W. (2006), “Insights from the Balanced Scorecard Implementing the
• Balanced Scorecard at a College of Business”, Measuring Business Excellence, Vol. 10, No. 3, pp. 15-22.
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Access The Minds of Corporate Leaders
Dr. Purushottam K. Pisal
Associate Professor & Professional Corporate Trainer.
H. V. Desai College, Pune-2
E-mail ID: mudamudra@yahoo.com
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Justification of Research Paper Concept.

Corporate world fails to create an army of lions in their organization. because of a lack of clear vision, an aversion to
using solid financial practices, Lack of clarity on the reasons for success, strategy and cultural mistakes, wrongly
identifying too closely with company e.g. Samsung’s chief executive, Kun-Hee Lee decided to enter the automobile
industry simply because he liked cars. Some of the largest obstacles to retaining the ‘Intellectual and Winning Talent” is
Negative approach of Leader i.e. “There’s nothing I can do – this is simply a part of being in business”, or “I pay them,
don’t I? What, more do they expect? Or “I can merely keep my head above water. When do I have time to work at
retaining the staff”?
Leadership is a mindset of hear the unheard. 720 degree feedback of leadership rightly focus on generous not only to
one’s followers but also to one’s opponents as people with whom a difference of opinion, not as an enemy. Leader should
posses all the qualities of Water. The halo of leadership apart from success is always clear reputation and higher moral
ground.
In today’s rapidly changing global environment, one of the toughest challenges that leaders face is sustaining a high level
of performance over the long term and obtaining excellent business results. Employee engagement refers to the level of
commitment and involvement of employee towards the organization. Leader should create the culture for encouragement,
empowerment, innovation, teambuilding, trust, involvement in decisions making, and growth and development of
employees.
Every leader should have the right combination of I.Q., E.Q., and S.Q. and always speaks positively. Leader should give
an excellent business result, acting with integrity, communicating and executing a clear vision, goals, and strategy,
maintaining key relationships and cultural fit. (martins@leaders.ccl.org)
Three articles written in Leadership Excellence (April 2006. page no. 10, 11, &12) focus on “why leaders fail”
First article written by Glenn Waring (President and CEO of effective organization .com,
waringg@Effectiveorganization.com) advocated that:-
• An inability to see the bigger picture.
• An aversion to using solid financial practices
• A lack of clear vision.
• Lack of passion.
• Lack of clarity on the reasons for success.
• Distractions such as acquisitions.
• Disconnecting from customer.
• Disconnecting from employees.
• Integrity outages.
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Second article written by, Sydney Finkelstein (Professor of Management of the Tuck School of Business of Dartmouth.
Sydneyfinkelstein@dartmouth.edu) blamed on five causes.
• Choosing to ignore change.
• Brilliantly fulfilling the wrong vision.
• Identifying too closely with company.
• Exhibiting executing arrogance.
• Relying on past formulas for success.
And the third article written by Robert. E. Mittelstaedt,Jr. ( Dean,W,P, Caryy school of Business Arizoma State
University. Rober.Mittlelstaed@asu.edu ) focus on :-
• Execution mistakes.
• Strategy mistakes.
• Cultural mistakes.
A leader tends to set more goals that are demanding, accepts higher risks, challenges others, and creates a more dynamic
working environment. They have the potential to result in greater progress, and commits to a plan of action with greater
determination.
Zen Leadership advocates the meditation for success in business. Fed Phillips is a professor at the Marshall Goldsmith
School of Management, at Alliant International University in California written one article in “Effective Executive”
dated May 2008. Rightly, focus on “application of Zen for decision makers”, in his articles formal connection between
Zen and Buddhism. Zen especially focuses on meditation and action, gardening, music, martial arts, etc., reflects the
natural unfolding of reality.
According to David Allen (President of the David Allen Company and author of getting things done. www.devidco.com)
Five step implementation approach.
• Set the rules that agree to play.

• Display the vision that reflects what purpose would like in the real world.
• Brainstorm ideas and details of when, where and how, in order to make the thing happen.
• Create concrete structures and plans to achieve the target.
• Getting things going i.e. the action required to make the vision happen and allocating responsibility for action to
specific person.
One article in daily ‘Sakal’ dated 30th Nov.2010 under the title “Business Ashram” (Polyhydron company headed by Mr.
Suresh B. Hundare having 40 Corers business yearly) written by Balkrushna Damale. Is the Best example before
corporate world is how to design corporate leadership?
The mission statements of this company are-
• Honesty is not best policy is the only policy.
• We are honest, transparent, faith on each other and spiritual environment.
• We do not pay bribe.
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Running the business successfully without paying a single paisa bribe to anybody is the miracle in the corporate world.
According to Noel M. Tichy (Consultant and professor of OB and HRM at the University of Michigan and director of the
Global Leadership Program.) in his article “Winning at work” (Leadership excellence April 2006 page no.4) advocate on
three fundamental keys for successful leading :
• Leader must talk clearly and convincing about questions i.e. who you are, why you exist, and how you operate.
You need to have ideas on product, services, distribution, channels, customers, and growth; these ideas need to
support by a value systems and emotional energy.
• Leaders can share three kinds of stories:-
1. “Who I am!” story, in which leaders describe themselves.
2. “Who we are!” story, in which articulate the group identity.
3. “Where we are going” story, in which leaders describe expected result.
In addition to that, challenging people to create their own points of view.
• Learning to teach approach i.e. leader must be methodical and not mechanical he should share the mistakes and
doubts as well as accomplishments. And also run the video of life and pick the proudest moment and share with
colleagues and staff.
• Another article in ‘Anubhav’ Magzine (Jan. 2009) written by Mr. Milind Saravate (milind@maricoindia.net)
HR and Strategy Head of Marico Company, under the title “Been muster che company”. Without keeping the
attendance register this company may be earn probable profit of 2400 corers in 2009. This is the unique another
example of application of ethics in business.
Constant situational awareness, increasing speed and urgency, flexibility, simplicity, character, moral force, etc, are the
positive indicator of leadership.
(www.pmthink.com)
“Balanced Leaders” An article written by Terry R. Bacon (www.LoreNet.com) identified 25 psychological constructs
that, moderation, are the basis for constructive leadership.
• Twelve of these relate to the leader’s self-constructs.
• Eight deal with how leaders relate to other people.
• Four are performance related.
 Twelve Self –Constructs includes:
Self-concept, Self-interest, Self-awareness, Sense of security, Risk tolerance, Autonomy, Rational/emotional
balance, Detail/big picture focus, Constancy, Need for achievement, Need for power, Integrity.
 Eight Relationship Constructs:
Need for affiliation, trusting of others, Empathy, Equity, Appraisal of others, Condor, Generosity, Cooperation,
 Four Performance Constructs:
Conscientiousness, Handling of conflict, Communication, Management.
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Conclusion:
An effective leader sets realistic and challenging targets. Great leaders are strategic thinkers who take time off to evaluate
and re-evaluate the present and upcoming situation. He must be a progressive thinker. He should be a role model. True
leaders respect the feeling of the others. An effective motivated leader is one who accepts the fact that he and his
subordinates cannot measured by different standards. He should have supreme confidence in himself and his ability. One
of the primary qualities of an effective leader is his ability to handle criticism. A successful leader dreams big like
running the most successful organization or breaking the records of previous achievement. Leader should always think
like a winner. Leadership is responsible for the success or failure of the business.
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Maximising Employee Efficiency at Work Place
Ms. Somya Pandit
Mr. Sameer Rastogi
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Abstract:
Today’s corporate organizations have realized the value of their employees. The word HR signifies the growing
value of employees for their organization. These resources have majorly emerged as the assets of the firms.
Companies spend a lot on their employee’s welfare and development unlike the times when they were mere
machines. With growing competition at international frontiers promising job opportunities is no more a problem
for potential employees. In such environment seeking low levels of attrition rate is one of the challenging tasks.
Employee loyalty has become need of hour for most of the firms to sustain in the market.
This fidelity of employee can be greatly achieved if employer works on enhancing employee efficiency. This in
turn not only nurtures employee’s proficiency but also increases the growth opportunities of the organization. It
can be rightly claimed that happy employees are always part of prosperous organization
Key words: Modern organization structure, employee efficiency and his role in organizational development, methods to
enhance employee’s efficiency.
Introduction:
With the dawn of globalization and liberalization in the year 1991, the Indian market has witnessed drastic changes in the
ideologies and principles of business. Today, the domestic markets have grown highly competitive with ever changing
environment technology and business opportunities. The competition in these years has grown many folds. An eminent
scholar of marketing once quoted “Today you have to run faster to stay in the same place.” This competitive approach
and zeal to set benchmarks has led the stiff competition between various entities to its zenith. Everyone is running fast to
cross the finish line, which moves farther, as one comes near to it.
To make the things workout for them and to achieve the desired outcomes the organizations are adopting new and newer
tool, techniques and ideologies, so as to achieve optimal utilization of the resources. To achieve this optimality, the
organizations require paying proper attention and consideration towards their liveware and hardware, which means that
proper attention, should be given to both men and material.
Human Resource is the most volatile yet fundamental for increasing efficiency and smooth functioning of the
organization, it is the need of the hour that this resource is handled with prudence, concern and empathy. It is primarily
required by the organizations to cater to the requirements of the employees for the simple reason that they are largely
responsible for performance and overall achievements of the organization. Employee satisfaction is tremendously
important in any organization because it is what, on which productivity depends. If employees are satisfied they would
induce better performance in optimum time and achieve greater levels of efficiency, which will eventually lead to rise in
profits. Also satisfied employees are expected to be more creative and innovative and can come up with ideas that allow a
company to develop and adjust positively with changing time and market situations. Employee satisfaction and
motivation can produce new potential avenues for the organization to develop.
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Therefore there is a lot which organizations ought to do for employee welfare, enrichment, enlargement, satisfaction and
to seek their loyalty. Some of the measures include: Welfare benefits: Wedding, funeral, bearing benefits for injury and
disease, emergency aid and loan, disaster assistance etc. Educational grants: Subsidies for employees' advanced study and
educational fees for their children etc. Recreation activities: Culture and health activities, group activities, tourism and
recreation facilities etc. Other welfare items: Festival grants, interests subsidy for the housing loan, employees' deposit
insurance, purchasing house with employee deposit, child-care and spouse dependants subsidies, retired employees'
benefits and other benefits etc. At the same time all these welfare efforts are required to be communicated to the
employees.
Bruce Wynn, compensation and benefits lawyer in Atlanta, says,
“People need to know that you’re spending money on these things. They need to realize that and know that it is a benefit
for them even if they choose not to participate in it.”
To achieve all this organizations require making substantial changes to the organizational structure and should focus on
measure to improve employee efficiency.
Interdependency between employer and employee

The business environment has undergone drastic changes during yesteryears, be it theory or practice both have shown a
colossal drift from the traditional approaches. Earlier the employer and employee were like the two faces of a coin- either
there could be heads or there could be tail, but with gradual changes in ideologies and increasing influence of
organizational behavior, the relationships between the employer and employee has changed to establish harmony in the
organization. Both employer and employee have understood each other’s importance for the achievement of the common
goal of ‘success’. The concept of ‘together we grow” has acquired significant place in minds and actions.
Once Bill Gates quoted
“As we look ahead into the next century, leaders will be those who empower others.”
The statement clarifies the growing importance of vigorous employer and employee relationships. The statement also
stands true as a genuinely motivated and loyal team is the only resort to make a difference. Hence to achieve higher
efficiency from employees, it is a prerequisite that the relationship maintains harmony and prosperity.
Measures to improve employee efficiency

As we all now “Rome was not built in a day” so are efficient organizations. It takes time and proper planning to build
organizations which work for their employees and vice versa .Organizations like TechM , TCS ,Infosys, Accenture etc
aims at overall development of their organizations which can be best achieved by enhancing the potential of their
employees .Some of the measures stated below help in competence building.
1. Facilitate better communication in an organization- Effective communication is the heart line of any
organization .It is characterized by proper sending, receiving and feedback. In corporate organization verbal and
non verbal communication both play a pivotal role. Moreover electronic mode of communication is widely
used .It is necessary that employee gains friendly access to different modes of communication used in the firm
and respond to them with the desired feedback .More over feelings like hesitation, fear etc should not crowd the
mind of the employee. He should be given full freedom to express himself at any point of time .This would not
only nurture innovation but also lead to making a sustainable organization.
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2. Employee training programs with reference to modern day technology-With mighty software to smart gadgets
the world of technology is competing against time .In no months development in field of technology is
massive .It is therefore important to keep our systems and employees upgraded .Firms in different sectors must
aim at proving employee training programs at regular intervals. This improves the competence of employee and
instills confidence in them. As we know that Charles Babbage made computer, therefore it is the human mind
which has always been more powerful than machines. It is important to provide right direction to employees for
creating a better tomorrow.
3. Stress leaving sessions-Stress is a universal problem nowadays. With deadlines and targets to meet stress levels
have greatly increased. This leads to health disorders like high blood pressure ,high cholesterol ,back ache ,poor
eye sight etc and mental disorders like lack of sleep ,lack of mental stability ,poor concentration etc .Impact of
stress can be minimized with stress releasing seminars and workshops organized by organization. Light
exercises, yoga, meditation, laughter therapies etc are proven remedies for high stress levels.
4. Healthy work environment-Work environment consists of people around us ,style of working being
followed ,infrastructural facilities like fresh air ,pleasant temperatures ,healthy and clean furniture ,proper light
etc. An employee spends s 8-10 hours in an organization .For employer it is very important to provide him right
type of work environment. This would improve his proficiency which is profitable for the organization.
5. Cultural events in organization- Human being are a social animal. With high work pressures his social life in
and outside the firm cease to exist .Employer can organize cultural events for the employee and even for their
family .This would allow him to spend healthy time with his family and his office colleagues .Such event bring
in more cohesiveness between employer and employee which in turn creates healthy work environment where
employee gets a chance to improve his potential.
6. Providing services like health care, transportation, crèche etc-Good quality work is outcome of many small
activities. As individuals there are many responsibilities on us. We are supposed to take care of our families who
are majorly dependent on us. Facilities like healthcare, transportation, crèche etc liberates en employee from
many worries and tensions .This gives him time to concentrate on work and build better organization.
7. Job security-Mental peace is very important to survive. In world of today where competition seeks no
bar ,business cycle operates on their own autonomy, job security becomes a major question mark .An employer
must aim at providing a secure job environment for its employees to perform better .As individuals it is very
complex to work in an uncertain environment. This suppresses his efficiency and in turn of the organization.
Therefore an employer must aim at securing a safe job for his employees
8. Periodical and justified appraisal-One must have “there are no free lunches in the world”. It means nothing is
for free .An employee would never give his 100% to an organization if he does not get the justified and desired
outcome. It is therefore necessary to have sound appraisal policies .These policies should be well versed with
quality and quantity incentives at right time .Handsome salary and bonus are one of the major motivational
factors behind any employee’s good performance.
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9. Job rotation-Working at one place in same place with same job profile in an organization creates monotony for
the employee .This lowers down the performance level of the employee. To avoid this effective job rotation
should be done. This would enable employee and his firm to maintain the growth levels.
10. Flexitime-With changing corporate policies new work cultures have developed .Flexitime provides freedom to
an employee. It gives him space and fosters creativity and innovation .Moreover with flexi time he is able to
manage his personal life easily with the professional life .Such schemes should be incorporated by the
organizations which work for employers and employee welfare.
Recommendations
It has been observed so far that efficient employees form the main feature of any successful organization. Management
must recognize the potential of their employee and work in direction of fostering their talent. They must ensure that
employees are provided with various benefits in a regulated form. With up and downs in business cycle, organization
faces many challenges throughout its life time, it is the employee who saves the firm in those contingent situations.
Inducement rewards both in cash and kind and other welfare opportunities must be duly provided to the employees. This
will lower down the attrition rate of the firm and will create employee loyalty.
As an employee also one must be vigilant enough to periodically upgrade his knowledge base. He can even give
suggestion to the HR to bring about changes in policies ,training programs etc for the betterment.
Conclusion
Hence we can conclude that with high pace of competition building a sustainable organization is becoming a tedious
task. Firms in different sectors are competing globally. It is the employees in varied organization which makes a
difference. The competence of employee’s makes organizations bigger and better .It is the utmost duty of an organization
to upgrade its employees. An employee should also be alert enough to upgrade himself with the changing demands of the
competitive firms. As organization consists of employers and employees both it becomes the joint responsibility to grow
and develop.HR is all about managing people. But it is never an individual which makes a difference.HR is a guiding
light which governs the combined efforts of everybody who is part of an organization in making a sustainable
organization.
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Work Life Conflict for Women Professionals working in IT Sector
Prof. Pooja Kohli

Faculty
Padmashree Dr. D. Y. Patil Institute of Management Studies,
E-mail : kohli247@gmail.com
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Women employees have long been neglected as a productive and innovative input to the organizational success.
Women can prove to be a valuable resource and an asset for an organization with the abilities like handling
multiple tasks simultaneously. Employers have reservations about dealing with stress and interpersonal skills of
women. They are more prone to stress related illness which is due to dual stress i.e. at work and at home (David
and Cooper, 1992).
It summarizes the actuality of the professional women’s work-family conflict, discusses the relation of the
women’s work-family conflict and their stressors, analyses the factors that affect the professional women’s work-
family conflict. The result showed that (1) professional
women’s self-role perceived and social-role perceived have conflicts;(2) education, income ratio, professional
experience can influence the stress;(3) domestic satisfaction, family activity, spouse stress, work devotion and
work load are stress factors of professional women’s work-family conflict.
There has been public concern about employees facing work-family conflict towards longer working hours and
few scholars have explicitly examined the effects of working hours on work-family enrichment. Therefore, this
study examines the relationship between working hours with work family conflict and work-family enrichment.
The data came from a survey to professional women that are working with IT sector. The findings reveal that
working hours had a positive relationship towards work-family conflict, however no relationship with work-
family enrichment. The results suggest that practicing work-home segmentation and support from family
members help them to manage work and family commitment effectively and efficiently.
Key words: professional woman; work family conflict; stressor; work – family enrichment
Introduction
Women are continuing to make a major impact through their participation in the organizations and their ownership of
their business and it is reasonable to assume that the number of women taking up significant roles in society will increase
in future. Women professionals face role ambiguity, challenges, burdens, and need in the course of combining family and
work roles.
A recent report mentioned that Indian women are the most stressed in the world (the ones surveyed falling in the 25-55
age bracket, married and shouldering responsibilities of a home and a career).For many women, managing work and
career becomes a constant juggle to please everyone and eventually a stressful one. There are some factors, which lend an
immediate rationale to this trend. Some of these trends can be addressed within the short term and some need a long-term
view.
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There seems to be no doubt that family-friendly policies are popular among many women, and make it much easier for
them to combine paid jobs with family work. What is in doubt is that such policies produce gender equality in the
workforce.
The main research question of this study is to understand the relationship between working hours with work family
conflict and work-family enrichment. The work and family related factors influence the work-family balance of Indian
women IT professionals? What challenges do they face and what coping strategies do they use to achieve work-family
balance? This paper is structured in three parts. The first part looks at the literature on work-life conflict and the
phenomenon of Indian women professionals in the IT industry. The second part explores the life histories, work-life
issues, and choices of nine women captured through semi structured interviews. The final part discusses the emerging
themes from the narratives in the light of the literature on work-family balance and draws conclusions on how working
life conflict can be managed for IT women professionals in India.
Literature Review
Despite the increasing and significant participation of women in the corporate field they are challenged with constraining
factors that negatively affect their work performance and limit their promotion up to top managerial positions. The
constraining factor that restricts women to perform better at the workplace is the multi disciplinary role that women plays
role that women in the domestic, productive and reproductive spheres which limit their capabilities. The familial and
socio cultural factors that add to women’s burden curb their ambitions and force them to skip the good opportunities in
career advancement.
Women Employees
As the participation rate of women in the employees has increased, there has been an emphasis in organizational research
on gender issues. It is well known fact that there has been an increase in the presence of women in the workplace over the
last few decades and this growth pattern is projected to continue. In the United States, women’s participation in the labor
force increased from 40% in 1970 to 56% in 2002 while men’s participation rates decreased from 76% in 1970 to 69% in
2002 (Bureau of Labor Statistics, 2004). The percentage of women holding positions in managerial and professional
specialty areas has risen from 22% in 1983 to 34% in 2002, while the percentage of men working in these areas rose only
slightly from 25% in 1983 to 29% in 2002 (Bureau of Labor Statistics, 2004). It was estimated that by the year 2008,
females will represent 48% of the labor force (Bureau of Labor Statistics, 2004). With this increase in participation rates
of women in the employees, there has been an emphasis in organizational research on examining whether gender
differences exist in the workplace attitudes and behaviors of men and women (Aven, Parker, & McEvoy, 1993; Wahn,
1998).
Women’s experiences at the work-family interface after marriage

Since the publication of Kanter’s seminal work, Men and Women of the Corporation, there has been a growing
understanding of the inter-connected nature of employees’ work and non-work lives (Kanter, 1977). Recent research
suggests that job demands borne by construction professionals are damaging to their personal relationships (Lingard and
Francis, 2002; Lingard and Sublet, 2002). While men and women both need to balance the demands of work and home
life, women still bear the primary responsibility for domestic duties in most households (Demo and Acock, 1993;
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Higgins et al., 2000). For example, a recent Tasmanian study found that mothers were more likely than fathers were to
take time off work to care for a sick child (Australian Bureau of Statistics, 1999). Thus, women are more likely to
experience conflict between work and home life in employment situations in which long and rigid work hours are the
norm (Gutek et al., 1991). Dainty et al. (1999) report that women’s motivation in construction careers declines when
family issues become significant because male-oriented work practices prevent them from achieving a satisfactory
balance between work and family life.
Work-family conflict is defined as a form of inter-role conflict whereby job and family demands cannot be met
simultaneously and is an on-going problem for women with career aspirations (Wentling, 1996). Role conflict in the
work setting is negatively associated with organizational Commitment (Mathieu and Zajac, 1990) and it is possible that
inter-domain role conflict will have a similar effect. Orthner and Pittman (1986) report that the availability of family-
friendly policies is positively associated with organizational commitment.
According to McKinsey & Company, “If women are less naturally inclined than men to recognize and appreciate their
own performance, it is probably more difficult for them to assert their talents and gain recognition in the company, and
hence capture every opportunity for promotion.”
McKinsey & Company has further stated that, “In addition to the barriers mentioned above, there are also psychological
obstacles: women’s difficulty in identifying with success, and their lesser ambition, which combined with a greater focus
on their families, seem to lead many women out of a business career.”
Characteristics of the Indian Software Services Sector
The Indian IT revolution heralded a new era in the organized labour market of the country. In the last two decades, with
the proliferation of jobs in the field of IT/ITES, more and more women have entered the workforce at entry level
positions. NASSCOM estimates that approximately 30 percent of the employees of IT/ITES organizations are composed
of women. However, there is a disproportionate representation when it comes to middle and senior management in all IT
firms. This depletion of the talent pipeline of women employees in IT/ITES firms seems to reflect the global phenomena
of fewer women at senior levels in corporations. Various studies have found that the leakage of female talent takes place
in the early stages of their career where women have to juggle various familial roles and responsibilities and professional
demands. Globally, organizations are strategizing about gender inclusivity and building a pipeline of female talent in the
middle and senior management levels. In this context, it is interesting to examine the software services sector and the
factors that affect women’s persistence in IT careers.
The characteristics of the software services industry in India and the nature of its work pose some unique challenges for
professionals in the industry, especially for women.
The organizations in the software industry in India are project based and as the industry has matured, more complex and
strategic projects have been outsourced to India. This requires a strong operational and delivery focus in a 24/7
environment. This creates pressure on software professionals to work longer hours.
This pressure is an outcome of two factors. Firstly, the time differences with the US and Europe which is the dominant
trade partners in the industry, which necessitate employees to work evenings in India and maintain the concept of a 24-
hour knowledge factory. Secondly, the project orientation of the industry, with rapid technology changes that make skills
quickly obsolete, requires software professionals to frequently re-skill.
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Consequently, software professionals need to put in extra training and educational hours to keep up with these changes.
Those women who aspire to play a bigger role in technology need to maintain a consistently high learning curve. The
time required for professional development will have to come out of personal time of the employees. Long working
hours, unpredictable workloads and the constant pressure of updating skills have a negative impact on work-family
balance.
The nature of the industry and the fact that most women software professionals are in ‘the crucial phase in women’s
lives’ i.e. 23-38 years, where women are drawn into marriage and motherhood, put increasing pressure on maintaining a
work–life balance5 . In a transitioning society like India, where traditionally a woman’s role is redefined in relation to
herself, her family and society, the new and expanded role of women with a strong occupational identity is putting
pressure on their persistence with their careers.
Given this context, if organizations need to strengthen their talent pipeline of women within the organization, there is a
need to ensure that more women to remain in the workforce. Only if significant number of women persisted in the
workforce through the early career stages, would the talent pool of senior women leaders in organizations get
strengthened.
The objective of the study was to understand the factors that enabled or hindered career persistence in the early career
stages of women professionals. Career persistence is defined as the “intent of the women to remain in the workforce and
pursue their careers”.
Over the last few years, work environments have become more stressful and demanding. Men are believed to be stronger
(I mean physically!) and that is why work pressure was entirely meant for them till some time ago. But, women are
increasingly becoming a part of the active workforce and are not just handling work successfully but are also running
their homes in a commendable manner. So, what is it that makes them tick?
A major reason for this difference is probably the upbringing. In every traditional Indian household, women are taught
from childhood itself that they will be handling family responsibilities when they grow up. The upbringing also helps
them learn about managing things in a better manner. In addition to this, with modern education and opportunities,
women have actually become capable of handling all that and much more. This exposure and experience makes them
better managers at work too.
A research conducted by researchers at the University of California, Los Angeles, indicates that married women may be
able to beat job stress better than their husbands. This is probably because women are emotionally and mentally stronger
than men, as proven by various other studies also. This helps them handle pressure and stress in a better manner and with
greater agility. Moreover, it also helps them stand firm in the face of adversities and this is exactly what gives them an
edge.
Another reason for women’s ability to manage work and life is the way they set up their priorities. Men have been
considered the bread earners of the family for ages. So, they tend to be concerned only about their work and career, to a
large extent. Women, on the other hand, know that family and home are equally important. So, they try to ensure that
they are able to balance work and life in such a manner that both get equal importance and quality time.
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There are many women, who at the peak of their careers, quit their jobs to take care of their families or children and
joined the workforce again when things had settled. These women are almost as successful as men who started their
career at the same time. This also shows that giving the much needed time and importance to family does not necessarily
impact career growth.
A lot of organisations are becoming sensitive to the family needs of their employees. They have started to understand
that family does become more important for female workers at times, especially during child birth. Therefore, policies
are developed keeping this in mind, which further aids the struggle to strike a better work-life balance.
The reasons for this may be multiple and varied. Some people may even disagree to this, but the fact remains that
women, in whatever role - employee, home maker, mother etc - have emerged strong and successful. Their strength and
upbringing makes them better at managing multiple responsibilities with ease.
Work-Life and Family Relationships
Edwards & Rothbard (2000) explain the relationship between work and family roles through a variety of linking
mechanisms:
 Work-family conflict or interference refers to simultaneous pressures from the work and family domains that are
mutually incompatible in some respect such that meeting the demands of one role makes it difficult to meet the demands
of the other role. Sometimes referred to as negative spill over, work-family conflict can take different forms and can
originate either in the work domain or the family domain.
Work-family conflict and consequent outcomes can be buffered by various coping behaviours. Some researchers have
looked into how Asian women cope with these stressors, and Hall‟s (1972) typology of coping provides a useful way to
categorize these coping behaviours. Lo, Stone, and Ng (2003) found that the most popular strategy for coping in their
sample was personal role re-definition (i.e., changing one‟s own role expectation and not the expectations themselves,
such as prioritizing time with children over grocery shopping [Lo et al., 2003]), followed by reactive role behaviour (i.e.,
assuming a rigidity of role expectations such that the person has no choice but to find ways to meet them), and finally
structural role re-definition (i.e., changing the expectations imposed by an external source, such as flexible work
scheduling or spousal negotiation of household roles).
Other studies have found Asian women to employ similar coping strategies. For example, Lee, Um and Kim (2004)
found that married Korean women often coped by “working harder” in reaction to their role conflicts (a reactive role
behaviour), which was associated with higher rates of depression compared to those who coped through other strategies
such as negotiation with their spouse and prioritizing household tasks. Asian professional women may also cope
reactively by lowering their career ambitions , as evidenced by an absence of women from the top levels. Ayree, Luk,
Leung, and Lo (1999) framed coping behaviours in terms of emotion-focused coping (i.e. regulating distress created by
the appraisal of stressors) and problem-focused coping (i.e. removing the negative impact of a stressor) and found that
these efforts, in concert, positively influenced job and family satisfaction.
Several studies have also cited greater help from extended family or domestic workers in some Asian cultures, which can
alleviate some of the burdens of work-family conflict. Enlisting the social support of husbands in domestic roles also
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helps to redefine structural roles, thus reducing work-family stress. Some studies have sought to explore the extent to
which workplaces are accommodating structural role re-definition.
Unfortunately, in Asian societies, there is little dialogue between women and their employers with respect to work-family
issues. This may be less true in societies with longer histories of egalitarian policies around gender and work. The
following section will elaborate upon the implications for research and practice that extend to what is currently known
about Asian women’s experiences with work and family.
 Work - family accommodation refers to the process by which individuals reduce their involvement in one role to
accommodate the demands of the other role. Work-family accommodation can be used as a strategy in response to actual
or anticipated work-family conflict such that individuals reduce their involvement in a role that is less important to them.
The reduction in involvement can take either of two forms: behavioural (i.e. curtailing the amount of time devoted to a
role) or psychological (i.e. restricting the level of ego attachment to a particular role).
 Work-life compensation refers to efforts by individuals to offset dissatisfaction in one role by seeking satisfaction in
another role. These efforts can take the form of decreasing involvement in a dissatisfying role and increasing
involvement in a more satisfying role. Alternately, individuals may respond to dissatisfaction in one role by pursuing
rewarding or fulfilling experiences in the other role. The latter form of compensation can be either supplemental or
reactive in nature. Supplemental compensation occurs when individuals shift their pursuits for rewarding experiences
from a dissatisfying role to a potentially more satisfying one, e.g., individuals with little autonomy at work seek more
autonomy outside of their work role. On the other hand, reactive compensation represents individual efforts to release
negative experiences in one role by pursuing contrasting experiences in the other role such as engaging in leisure
activities after a fatiguing day at work.
 Work- family segmentation originally referred to the notion that work and family roles are independent of one
another such that individuals can participate in one role without any influence on the other role. More recently,
segmentation has been viewed as an international separation of work and family roles such that the thoughts, feelings and
behaviours of one role are actively suppressed from affecting the individual‟s performance in the other role.
 Work-family enrichment refers to the process by which one role strengthens or enriches the quality of the other role.
Work-family enrichment also refers to work-family enhancement, work-family facilitation and positive “spill over”. All
these terms describe the notion that a variety of resources from work and family roles have the capacity to provide
experiences in the other role.
Methodology
An exploratory study was carried out to understand the influence of work life conflict on the work performance for IT
women professionals in India. A semi structured interview was done with nine IT women professionals. The interview
covered topics like; educational, work- and family background, career development, expectations at work and
experiences of success and failure, definition of their roles at home, the relationships with the family, the organizational
and personal support received, and aspirations and dreams. Judgment sampling was used to collect relevant information
from women with varying marital status and parental status. The sample included nine women. All the women worked
for Indian companies. All the respondents were from engineering background with the average experience of five years.
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Two women married with one child each, one woman married with two children, three women married with no children,
two women were single and one women engaged to be married. Six women were working as HR executives, one
working as SAP consultant – HR and remaining women were technical experts.
Findings of the Exploratory Study

This study examined the relationship between working hours with work family conflict and work-family enrichment. The
data came from a survey to professional women that are working with IT sector. The findings reveal that working hours
had a positive relationship towards work-family conflict, however no relationship with work-family enrichment. The
results suggest that practicing work-home segmentation and support from family members help them to manage work
and family commitment effectively and efficiently
Discussion
It has been understood that family has tremendous influence on the work life balance of a working women. Women have
to play multidimensional roles to satisfy her personal and professional commitments. She has to even look for various
approaches to fulfill her urge to create self identity at home as well as at work and be always prepared to face work life
challenges. All this can be made possible by introducing women friendly policies and practices at work and providing all
sorts of social support.
Prior research (Mainiero, 1994; Parikh, 2001; Lyness & Thompson, 1997) indicates that the ambition and involvement of
working women cause them to make sacrifices and compromises in their personal lives as a consequence of their high-
profile careers. This in turn impacts their work-family balance. The narratives confirm this. A number of women
mentioned that they were not able to pursue personal interests due to the commitments of work and family that were
imposed on them. However, they were willing to make sacrifices for the greater cause of achieving the work-family
balance. The present study supports the importance of spouse/ family support for women IT professionals to achieve the
work-family balance. Milkie and Peltola (1999) found that role of the husband is important in achieving balance.
Quesenberry, Trauth, and Morgan (2006) also found that a prevalent theme in relation to the work-family balance is a
supportive spouse. The narratives lent further support to the past findings; spouses provided instrumental and emotional
support, families and domestic help were crucial in achieving the work-family balance. Yet the survey conducted by
Rajadhyaksha and Smita (2004) indicated that only 34% of husbands extended help willingly to their wives.
Twenty-two per cent of husbands sometimes helped out but a large proportion still subscribed to the traditional role and
did not extend help to their wives. Therefore, more research is needed to understand whether the entrenched roles of
women as home makers and care providers in homes are really changing. Ali (2006) in a study on women in the IT
industry, found that for women social support from the family and the organisation is crucial in combining multiple roles.
While their husbands were away on business trips the women in that study were solely responsible for the household and
child rearing and they reported having difficulty finding a reliable maid, they had to cope with young children and
manage their careers since there were no crèches available. Often these women travelled frequently and had to deal with
the challenges of balancing a career with motherhood. They reported that the pressure of rearing a small child, especially
when one travels for long durations can be tough in the absence of a support system.
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Conclusion
Comparatively the ratio of married women leaving the employment is higher than unmarried women. Work performance
usually gets affected by multidimensional role played by women at work as well as home. IT Companies allowing flexi
time attracts more to married women employees. Organization Environment, support from peers and colleagues, reward
and recognition plays an important role in enhancing performance of women employees. Due to excessive work load and
mental pressure, the work performance of women employees gets affected.
An implication is that organizations may not be effectively utilizing their talent; however implementing HR policies and
practices would facilitate women in pursuing their career goals and dependent care responsibilities. With an increasing
number of women entering the workforce and the Indian IT industry facing a talent shortage, it appears that
understanding the role of work and family in the lives of women professionals will become an important HR concern.
Indian women IT professionals can achieve the work-family balance by setting priorities in their work and personal lives
and by having support systems both at work, formally through HR policies and programmes, and informally through
supervisor and co-worker support and at home. The identified dimensions could serve as a platform for further research
on women IT professionals and the work-life balance which will serve as a guide for organizations to address the work-
family balance issues of working women by designing and implementing HR policies and practices for facilitating the
work-family balance.
Employer’s Role in Work-Life Balance

In surveys conducted, it was found that an overwhelming majority of employers support the concept of WLB. In fact it
has become a legal necessity where the concept of "Equal Opportunity Employer" is almost mandatory. On the other
hand, as brought out in the preceding parts of this paper, it is seen as a business compulsion for them in terms of retention
of talent and productivity in all sectors of the industry. In a time when attrition is a major concern in all sectors, they feel
it wise to adopt worker-friendly practices.
Employers can facilitate WLB with many schemes that can attract employees and satisfy their needs. Some of these are:
• Facilities for child care;
• Financial planning services for employees who need them;
• Flexi-timings;
• Work sharing;
• Part time employment;
• Leave plans - both paid and unpaid - to suit employees needs;
• Subsidized food plans; and
• Insurance plans.
This, in turn, would go a long way in enabling women to perform better at work, be more committed to the organization,
and ultimately contribute to the growth of the economy and positively impact society as whole.
_________________________________________________________________________________________________
Appendix
Demographic data of interviewees:-
Name Age Job Designation Years of Employer Educational Marital/Parent

Group experience Degree al Status
Sh 26-30 HR Executive 3 IT company B.E(Computer Married

Science), MBA
Ru 28-32 SAP Consultant - 5 IT company B.E(Computer Science) Married
HR MBA
Ve 38-43 HR Executive 6 IT company MCA Married,2
Children
Gu 25-29 HR Executive 4 IT company B.E(Computer Science) Single
Sa 25-30 HR Executive 4 IT company MCA Single
Am 25-30 HR Executive 5 IT company B.E (Computer Married, 1 child
Science)
Lu 25-30 Project Engineer 4 IT company BCS(Computer Engaged to be
Science) married
De 25-30 HR Executive 4 IT company B.E(Computer Science) Married
MBA
Le 25-30 Project Engineer 4 IT company B.E(Computer Science) Married, 1 child
References
1. Reimara Valk , Vasanthi Srinivasan “Work-family balance of Indian women software professionals: A
qualitative study” IIM B Management Review (2011) 23,39-50.
2. Denise M.L,“Workplace that Work : Creating A Workplace Culture That Attracts, Retains & promotes Women
“, Queens Printer for Ontario 2003.
3. Jain H.C. & Verma.A, 1996. “Managing Employees Diversity for Competitiveness”, International Journal of
Manpower.
4. Zara Sabeen, Vol.3. No.4 October 2007 “Hiring Women Employees: Considerations of Employers”,
International Review of Business Research Papers.
5. D.I.Akintayo “Work – family role conflict and organizational among industrial workers in Nigeria” Journal of
Psychology and Counseling Vol. 2(1) , June 2010.
6. Helen Lingard and Jasmine Lin “Career, Family and work environment determinants of organizational
commitment among women in the Australian construction industry” Construction Management and Economics
(May 2004) 22.
7. Jennings , Cath “ Wake up to Women” 2008 , Computer Weekly , Reed Business Information UK, Ltd.
8. Prof Ang Soon, Associate Professor Hesan A. Quazi, Assistant Professor Cheryl Tay , Assistant Professor ,
Assistant Professor Khim Kelly , “ Studies On The Impact Of Work – Life Initiatives On Employee and Firm
Performance” Executive Report ( for Public Release ) October 2005.
9. C.R.Kotahri (2004) Research Methodology- Primary data & Secondary data. Sample, Sample Unit, Sampling
procedure.
10. Lo, S., Stone, R., & Ng, C. W., “Work-family conflict and coping strategies adopted by female married
professionals in Hong Kong”, Women in Management Review, 18(4), 2003, 182-190.
11. Adya, M. (2008). “Women at work: differences in IT career experiences and perceptions between south Asian
and American women”. Human Resource Management, 47(3), 601e635.
_________________________________________________________________________________________________
12. Adema, W., & Whiteford, P. (2007). Babies and bosses. Reconciling work and family life. A synthesis of
findings for OECD countries. (pp. 1–213.) Paris, France: OECD.
13. Ahuja, M. K. (2002). “Women in Information Technology profession: a literature review, synthesis and research
agenda”. European Journal of Information Systems, 11, 20e34.
14. Bhatnagar, D., & Rajadhyaksha, U. (2001). “Attitudes towards work and family roles and their implications for
career growth of women: a report from India”. Sex Roles, 45(7/8), 549e565.
15. Bond, J. T., Galinsky, E., Lord, M., Staines, G. L., & Brown, K. R. (1998). Beyond the parental leave debate:
The impact of laws in four states. New York, NY: Families and Work Institute.
16. Brett, J. M., & Stroh, L. K. (1999). “Women in management: how far have we come and what needs to be done
as we approach 2000?” Journal of Management Inquiry, 8(4), 392e398.
17. Campbell-Clark, S. (2000). “Work/family border theory: a new theory of work/family balance”. Human
Relations, 53(6), 747e770.
_________________________________________________________________________________________________
Changing HR Paradigm: Study of Indian Gen Y Employees
Soumi Rai
Symbiosis Institute of International Business, SIC Campus,
Contact: soumirai@gmail.com, soumi.rai@siib.ac.in
_________________________________________________________________________________________________
Abstract
Business organizations globally are witnessing a rapid shift in employee demographics with strong aspects of
multi-generational workforce dominating work values and characteristics through their specific attitudes,
perceptions and learning processes (Kyles 2006). This demographic shift in the multi-generational context is
rapidly raising concerns of an ageing workforce in the developed economies while the developing economies
dealing with a burgeoning population continue to grapple with an issue of managing a younger workforce in the
coming years. While quite an amount of research has focused on the multi-generational aspects, this study shall
specifically focus on the most evolving and happening Generation of the century; termed GEN Y in the concerned
research. GEN Y or Millennial Generation or Net Generation and even Echo Boomers 1 are broadly classified as
0F
children born in the eighties and early nineties, comprising a working population in age group 20-29 years. This
research is based on a pilot study conducted on a limited population of Gen Y employees in the executive cadre
having work experience of minimum 1 year to an upper limit of 8 years, within the age group of 19-29 years. The
study has also attempted to look at the aspects of gender diversity in changing perceptions of Indian Gen Y
employees which may have some impact on organizational HR variables like work-life balance and career
advancement opportunities.
Introduction
The workforce of the 21st century termed as the ‘Multi-Generational’ Workforce is characterized with a mix of all
generations from Baby Boomers, to Generation X, with recent and ongoing inclusion of Generation Y since the last few
years. Research in the last two decades has steadily contributed to understanding the differences in generational cohorts
and impact of these different outlook and approaches on organizational practices thus trying to understand the context of
person-organization fit (Sparrow 2000) (Kupperschmidt 2000) (McGuire, Todnem and Hutchings 2007) (Mackey,
Gardener and Forsyth 2008).Researchers working on the multi-generational context understand that managing the diverse
expectations and expressions of this workforce is both challenging and daunting, given their varied value systems and
social upbringing resulting at times in organizational conflicts; challenging both management styles and practices related
to managing generational differences across organizations (McGuire et al 2007). Various research studies in the context
of understanding specific characteristics of this young working population have identified this cohort as being impatient,
non-confirmative, thriving on connectivity, speed, flexibility and a desire to challenge and excel in their respective
domains through collaboration and team work (Deloitte Survey 2005, Deloitte and IABC Report 2008, Haworth Report
2010). Preliminary studies linking GEN Y and HRM practices have generally been conducted in the western countries
focusing on the aspects of attracting, engaging and retaining this talented but impatient workforce. However there seems
1
http://en.wikipedia.org/wiki/Generation_Y
_________________________________________________________________________________________________
to be limited research in relation to growing economies, like India wherein work values are strongly influenced by
national cultural values which may have an impact on employee perceptions and expectations from the workplace.
Purpose of Research
Plethora of research has been conducted on generational cohorts and their differences impacting organizational
performance through an impact on HR practices, but in the context of US, UK or Canada. There exists a dearth of
research in relation to developing economies, specifically the Asian countries where even the work values are highly
differentiable in a cross-cultural context. Various research studies in the context of understanding specific characteristics
of GEN Y (working population) have identified this cohort as being impatient, non-confirmative, thriving on
connectivity, speed, flexibility and a desire to challenge and excel in their respective domains through collaboration and
team work (Deloitte Survey 2005, Deloitte and IABC Report 2008, Haworth Report 2010). Indian GEN Y has been
characterized as tech-savvy, entrepreneurial, ambitious, optimistic and ready to walk the extra mile for achieving their
dreams and goals (Haworth, iDea and Johnson Controls Report 2010). There is dearth of research linking organizational
HR practices to the aspect of generational differences in perception and its related impact on employee outcomes of Job
satisfaction and Turnover Intention in the context of India.
The purpose of this research thus was to focus on Indian GEN Y employees born from 1983-1993, in the age group of
19-29 years with a work experience of at least 1 year across any organization or sector. The aim was to analyze their
perceptions towards organizational HR practices and their expectations from the workplace through a pilot study
conducted on a limited Gen Y population. This study is the preliminary phase and part of a larger research study focused
on understanding the linkage between the aspects of Perceived Organizational Support (POS), Gen Y work values,
Organizational HR practices and their impact on employee outcomes of satisfaction and turnover The study aims to help
practitioners understand the changing expectations of a young workforce that is highly networked and knowledgeable,
with a higher IQ, demanding challenging work; equating work outcomes to aspects of intellectually stimulating growth,
work-life balance and fairness in evaluation of performance standards.
Methodology
This study was conducted through an online web based questionnaire link, forwarded across to the alumni network of a
reputed management institution in the city of Pune. The study targeted the alumni network of two batches of the
Institution, namely alumni related to the batches of 2008-10 and 2009-11, a population of almost 240 students. The
questionnaire was designed through adaptation of standardized versions (adapted from Judge, Boudreau, & Bretz, 1994,
Graen & Scandura, 1987) in tune with evolving perceptions of Indian Gen Y employees. The questionnaire had questions
for example, “Benefit is fair compared with peers in division”, “My organization is supportive of my long-term career
development”. Items with reverse coding were also included in the Instrument to increase its reliability.
The questionnaire was statistically tested for reliability using Cronbach Alpha test. The Cronbach Alpha for the adapted
questionnaire was 0.900, in terms of only standardized items the Cronbach alpha stood at 0.890 showing higher level of
reliability for the instrument. Further analysis revealed that if a certain item in the questionnaire (“Supervisor fails to
recognizes my potential”) was removed then the Cronbach alpha could go up to 0.914 demonstrating a higher level of
reliability for the instrument.
_________________________________________________________________________________________________
Item-Total Statistics
Scale Mean if Scale Variance Corrected Squared Cronbach's
Item Deleted if Item Deleted Item-Total Multiple Alpha if Item
Correlation Correlation Deleted
Pay satisfaction 50.00 136.222 .145 .929 .906
Fair benefit 49.79 134.509 .218 .915 .904
Perf based pay 49.47 134.263 .211 .527 .904
Support for career 49.79 126.175 .579 .974 .894
Career advancement 49.68 122.117 .693 .974 .890
Maximize career 49.89 119.544 .852 .897 .885
Career opportunity 49.68 114.895 .891 .969 .882
Balance dual career 50.11 123.988 .606 .926 .893
Balance family 50.26 121.094 .629 .876 .892
Supervisor satisfaction in 49.37 126.023 .574 .877 .894
my work
Supervisor understanding 49.47 118.708 .731 .984 .888
Supervisor recognizes 49.16 139.029 -.011 .750 .914
potential
Supervisor solve problems 49.74 117.094 .782 .963 .886
Supervisor helps in crisis 50.21 120.953 .663 .868 .891
Supervisor supports 49.74 115.205 .858 .969 .883
decision
Supervisor has effective 49.37 115.579 .787 .935 .886
relation
Doesn’t show fairness 48.89 138.655 .070 .775 .905
The instrument was thereafter designed as a web based questionnaire on Google docs and a link to the survey forwarded
across to targeted respondents. It was clarified in the web survey that respondents need to fill their responses in the
context of their current job and organization.
The response rate for the pilot study was around 12% with 29 fully filled valid responses availed after removal of few
half-filled responses. The data was thereafter analyzed and results presented in findings and analysis section.
Findings/Analysis and Discussions

The findings and analysis of the study relate to understanding the responses of 29 filled questionnaire surveys. Given
below are the charts depicting composition of the study respondents. The charts presented herein are related to the major
factors for categorization of respondents, namely Age, Gender and Work Experience.
In terms of gender composition, of the 29 respondents 27 respondents were male and 2 respondents were female.
_________________________________________________________________________________________________
In terms of age composition, 22 respondents belonged to the age category of 27-30 years while 7 respondents belonged to
the age category of 23-26 years. The reason for this composition may be attributed to the fact that the study was
conducted with alumni of a management institution, wherein the average age at entry level is around 23-25 years.
In terms of work experience 2 composition, it was observed that majority of the respondents belonged to the experience
1F
category of 2years – 4 years (23 respondents) with 2 respondents each having experience in the range of 5 years – 8 years
and Above 1 year. Only 1 respondent had a higher level of work experience in the range 8 years – 10 years.
2
Work experience refers to overall work experience of the Individual and not post-management degree work experience,
this deduction is possible given that the sample deals with alumin of a management institution.
_________________________________________________________________________________________________
Analysis of the descriptive for the survey instrument responses yielded results as below.
Pay Fair Perf Support for Career Maximize Career
satisfa benefit Based pay career advancement career opportunity
ction
Mean 2.72 2.79 3.03 2.86 2.83 2.76 2.93
Std. Deviation 1.066 1.082 1.210 .953 1.136 1.123 1.193
Balance dual Balance family Supervisor Supervisor Supervisor Supervisor

career satisfaction understanding recognizes solves
with my work potential problems
2.45 2.41 3.38 2.83 3.41 3.03
1.152 1.211 1.015 1.338 1.211 1.210
Supervisor Supervisor Supervisor has Bias in rewards

helps in crisis supports effective
decision relation
2.38 2.79 3.31 3.10
1.178 1.236 1.228 1.263
The mean and standard deviation for the items in the questionnaire are highest for items related to both supervisor
support and the aspect of fairness in pay/rewards based on performance. This means that respondents vary in terms of
their perception towards levels of supervisory support and the aspect of fairness and equity in allocation of pay and
rewards in their current organizations.
_________________________________________________________________________________________________
Findings and analysis related to each item of the questionnaire are discussed herewith as below 3.
2F
1. In terms of Pay satisfaction an equal percentage of respondents (31%) agree and disagree on their satisfaction
levels towards this item with 24.1% being neutral to their satisfaction level. Similarly in terms of fair benefits,
while 34.5% disagree to organizations availing fair benefits, around 27.6% agree to this aspect with 24%
remaining neutral. In terms of organizations availing performance based pays while 31% agree, 27.6% disagree
and almost 20.7% remain neutral. This shows that responses are almost equally divided for each item under pay
equity and satisfaction, indicating that the sampled population varies on their understanding of organizational
pay policies which may be attributable to their lesser years of work experience or age factor.
2. In terms of items related to organizations being supportive of long term career development, accomplishing
individual career goals, maximizing individual potential and giving career advancement opportunities, most
respondents remained either negative or neutral with just around 27.6% agreeing to this aspect across the items.
This implies that there remains some amount of dissatisfaction amongst these young employees related to
organizations actually supporting their individual potential and helping them grow on their career paths by
providing potential career advancement opportunities.
3. Again in terms of organizations supporting dual-career couples and helping them achieve a work-life balance,
most responses were either negative or neutral with just 20.7% respondents agreeing to this support from their
organizations. This shows that continuous discussion on strategic HR initiatives related to balancing career
demands of dual-career couples and supporting them for balancing their work and family life have yet further to
go with major initiatives needed by organizations in closing this gap in employee expectations.
4. In terms of supervisory support related to supervisor being satisfied with their work, supportive of their
decisions, helping them solve problems and supporting them during crisis; most tend to agree to this aspect with
responses in agreement ranging from 24.5% to as high as 41.4% for some items 4. This implies that in general
3F
young employee look up to their supervisors for knowledge and support, demonstrating willingness to develop
and nurture effective relationship which merits due recognition from supervisors, acting as mentors in
developing young talent.
Conclusion
The study shows that contrary to the popular belief of employees getting motivated on aspects of enhanced pay, stable
career and satisfactory work environment; Gen Y employees expect fairness in allocation of pay and benefits based on
capability and merit, give higher importance to challenging work and strive to maintain cordial relationships with their
peers and supervisors, collaborating for enhanced learning and career growth opportunities. The study was limited in its
aspects of being unable to cater to a larger population of Gen Y employees, given the constraints of it being conducted as
a preliminary pilot study. However this initial study emphasizes the fact that Gen Y employees across industry
categories, irrespective of gender tend to give a higher level of importance to aspects of career growth, meaningful work,
work-life balance and cordial relationships which challenges preset HR notions of motivation, performance evaluation
and pay allocation demonstrating that this generation is highly different from its previous counterparts in their openness,
3
Tables and Graphs related to each item was analyzed through use of SPSS 17 version. The same has not been included
in the paper due to space constraints; however the same can be availed as per requirement and discretion of the author.
4
Supervisor satisfied with my work.
_________________________________________________________________________________________________
inquisitiveness and ability to foster collaboration for growth. HR strategist across the globe need to realize the immense
talent and potential of Gen Y employees who are and will continue to swell organizations in large numbers, crafting HR
practices and policies that address the unique demands and expectations of this generation. Future research by the author
intends to look at this very aspect through a linkage of Gen Y employee work values, perception of organizational
support and impact on HR practices cum employee outcomes.
References
1. Cennamo, L., Gardner, D., (2008), Generational differences in work values, outcomes and person-organisation
values fit, Journal of Managerial Psychology, Vol. 23(8), pp.891 – 906
2. Graen, B., & Scandura, T. A. (1987), Toward a psychology of dyadic organizing. In L.L.Cummings & B. M.
Staw (Eds.), Research in organizational behavior,Vol. 9, pp. 175-208. Greenwich, CT: JAI Press
3. Kyles, D., (2006), Managing your multigenerational workforce, Human Resource Management International
Digest, Vol. 14(3), pp 53-55
4. Judge, T. A., Boudreau, J. W., & Bretz, R. D., Jr. (1994), Job and life attitudes of male executives. Journal of
Applied Psychology, Vol 79, pp 767-782.
5. Macky, K., Gardner, D., Forsyth, S., (2008), Generational differences at work: introduction and overview,
Journal of Managerial Psychology, Vol. 23(8), pp.857 – 861
6. Jorgensen, B.,(2005) "Attract, retain and innovate: a workforce policy architecture adapted to modern
conditions", foresight, Vol. 7(5), pp.21 – 31
7. McGuire, D., Todnem, R., Hutchings, K., (2007) "Towards a model of human resource solutions for achieving
intergenerational interaction in organisations", Journal of European Industrial Training, Vol. 31(8), pp.592 – 608
8. Kupperschmidt, B.R., (2000), Multigeneration employees: strategies for effective

management, Health Care Manager, Vol. 19 No.1, pp.65-76
Web References
1. CRISIL Skilling India Report, (2010), Retrieved on 23rdSeptember 2011, at 3.10 pm from:
www.crisil.com/pdf/corporate/skilling-india_nov10.pdf,
2. Gen Y and Global Workforce Report, Retrieved September 29, 2011, at 11.30 am from: http://www.haworth-
europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf
3. Mafoi Randstad Workmonitor –Wave I Report, Retrieved October 5, 2011, at 12.05 pm from:
http://www.mafoirandstad.com/our-services/consulting/ma-foi-randstad-workmonitor.html
4. The Gen Y Imperative, IABC Global Survey, April 2008Retrieved September 29, 2011, at 12.55 pm from:
http://www.emerginghealthleaders.ca/resources/Reynolds-GenY.pdf
5. http://www.censusindia.gov.in/Census_Data_2001/India_at_glance/broad.aspx
_________________________________________________________________________________________________
“A Study of Effectiveness of Training”
Ms. Rashmi S. Joshi
Student, M.B.A.-II year, Anekant Institute of Management Studies (AIMS), Baramati.
srashmijoshi@yahoo.com,
_________________________________________________________________________________________________
Abstract:
All most every organisation spends money as well as precious working time on training. But job is not finish here
after training the responsibility comes to measure the effectiveness of training, was it beneficial for employees or
not. The study had done in agro based industry i.e. Baramati Agro Ltd., Baramati. This was an empirical research
& sample size was 50 employees with random sampling. Data analysis & interpretation had done with the help of
Chi-square test, for the testing of dependency & independency and test of goodness of fit of certain attributes. And
results were according to the test. The results were like this, the attributes: liking of training, effectiveness of
method of training, effectiveness of trainers in training sessions, training help to motivate, link among
organizational, operational & individual training needs were independent & fits good under the study of fitness of
good. Thus, it holds good for the organisation as well as employees under the study. But the attributes: tools &
techniques used by the organization to conduct training, training improves quality of work, change in attitude
after getting training were dependent and not fit good under the study of fitness of good. Here organisation needs
to concentrate & improve.
Key words: Employees, training, effectiveness, improve & good.
Introduction:
Organization is made up with the people and function through the people. The resources men, material, machine and
money are collected, co-ordinate and utilized by people, so human resource becomes the most valuable asset for every
organization. Human resource has big contribution in the profitability and growth of the organization. Management has
long last discovered that there is a greater production and hence greater profit when workers are well trained.
Since prehistoric times the jobs of adults have been taught to children to prepare them for adulthood. Throughout the
centuries societies have changed, have become more complex. The kinds of work to be done, the skills needed, and the
tools used to do the work have also changed. In order to manage these changes in the complexity, volume, and content of
work, job training also evolved. And here the evolution of training has takes place.
In today’s era organizations identify their strategic goals and objective and the skills and knowledge need to achieve
them. When organizations starts to work out on their strategic goals and objectives they come to know that whether their
staff has the skills and knowledge and when they don’t that’s when they discuss training needs.
After employees have been selected for various positions in an organization, training them for the specific tasks to which
they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into
a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing
the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A
trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance.
Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job.
Every organization spends certain amount of money on training but it becomes important to measure has training brought
any improvement in working & here organization needs to go for effectiveness of training.
 Research Objectives:
 To study the various methods of training used in Baramati Agro Ltd. & its effectiveness.
 To study the training calendar, its application & its effectiveness in Baramati Agro Ltd.
 To find out the factors, that should consider be considered while measuring effectiveness of training?
_________________________________________________________________________________________________
 Research Questions:
 Which method of training used by Baramati Agro Ltd.?
 Was method of training effective?
 What was the application of training calendar & how it was effective?
 Which were the factors that should be considered while measuring effectiveness of training?
 Research Method:
 Empirical Research
 Sampling Method:
 Random Sampling
 Sampling Size:
 50 Employees of Baramati Agro Ltd.
 Method of Data Collection:
Primary Data Secondary Data
 Questionnaire  Published annual reports

 Discussion  Books
 Interviews  Journals & Articles
 Observation  Websites
 Hypothesis:
 H01: The null hypothesis assumes that training programme at BALwas effective. Attitude of the respondents
were independent of effectiveness of training.
 H02: BAL was not following any structured training programme for its employees. The specific regulations,
rules, guidelines are not in place, leading to lack of motivation among employees of BAL.
Data Analysis Technique:
The chi-square test is an important test amongst the several tests of significance developed by statisticians. Chi-square,
symbolically written as ᵡ2 (Pronounced as Ki-square), is a statistical measure used in the context of sampling analysis
for comparing a variance to theoretical variance. As a non-parametric test, it “can be used to determine if categorical data
shows dependency or the two classifications are independent. It can also be used to make comparisons between
theoretical population & actual data when categories are used.” Thus, the chi-square test is applicable in large number of
problems. The test is fact, a technique through the use of which it is possible for all researchers to:
1. Test the goodness of fit,
2. Test the significance of association between two attributes,
3. Test the homogeneity or the significance of population variance,
4. Test the dependency & independency of attributes.
As a test of goodness of fit, ᵡ2 test enables us to see how well does the assumed theoretical distribution (such as
Binomial distribution, Poisson distribution or Normal distribution) fit to the observed data. When some theoretical
distribution fitted to the given data, we are always interested in knowing as to how well this distribution fit with the
observed data. The chi-square test can give answer to this. If calculated value of ᵡ2 is less than the table value at a
certain level of significance, the fit is considered to be a good one which means that the divergence between observed &
expected frequency is attributable to fluctuations of sampling. But if the calculated value of ᵡ2 is greater than its table
value, the fit is not considered to be a good one.
As a test of independency, ᵡ2 test enables us to explain whether or not two attributes are associated. If the calculated
value of ᵡ2 is less than the table value at a certain level of significance for given degree of freedom, we conclude that
_________________________________________________________________________________________________
the null hypothesis stands which means that the two attributes are independent or not associated. It may, however, be
stated here that ᵡ2 is not a measure of the degree of relationship or the form of relationship between two attributes, but is
simply a technique of judging the significance of such association or relationship between two attributes.
ᵡ2 is calculated as follows:
 Degree of Freedom = (m-1) (n-1)
m= number of rows, n= number of columns

Oi = Observed frequency, Ei= Expected frequency
 Ei= total of row × total of column ÷ N
𝑂𝑖 2
 ᵡ2= ∑� � –N
𝐸𝑖
Data Analysis & Interpritation:
The hypotheses had been tested with the use of relevant statistical tools to arrive at the findings of the study. Here, Chi-
square test had been used. Chi-square test can be used to determine if categorical data show dependency or the two
classifications are independent. It can also be used to test the goodness of fit.
Statistical analysis of responses with regard to Liking of training & Effectiveness of training had been presented in Table
No.1. Table No.-1 shows that, the calculated chi-square value 16.032 at 5% level of significance (LOS) for 9 degree of
freedom (D.F.) was less than the table value of 16.919 hence null hypotheses (H0) was accepted. It indicates that the
attribute was independent of liking of training.
The table indicates that priority attached with respond to liking of training. However, it was obvious from the table that
employees of the BAL attach importance to the liking of training. If the calculated value of ᵡ2 was less than the table
value, the fit was considered to be a good one which means that the divergence between the observed and expected
frequency was attributable to fluctuations of sampling. Thus, the observation holds good for all the employees of BAL
under the study.
Hence, the attribute Liking of training was independent & considered to be good one under the test the goodness of fit.
But the difference between calculated value & table value is too near.
We can find different methods of training but which method proves more effective matters a lot. So it becomes more
important to check out whether method of training is effective or not. Statistical analysis of responses with regard to
Effectiveness of, method of training used by the organisation & Effectiveness of training had been presented in Table
No.2. Table No.-2 shows that, the calculated chi-square value 10.4632 at 5% level of significance (LOS) for 9 degree of
freedom (D.F.) was less than the table value of 16.919 hence null hypotheses (H0) was accepted. It indicates that the
attribute was independent of effectiveness of, method of training used by the organisation.
The above table indicates that priority attached with respond to effectiveness of, method of training used by the
organisation. However, it was obvious from the table that employees of the BAL attach importance to the effectiveness
of, method of training used by the organisation. If the calculated value of ᵡ2 was less than the table value, the fit was
considered to be a good one which means that the divergence between the observed and expected frequency was
attributable to fluctuations of sampling. Thus, the observation holds good for all the employees of BAL under the study.
Hence, the attribute Effectiveness of, method of training used by the organisation was independent & considered to be
good one under the test the goodness of fit. It considered that employees of BAL share same ideas, thoughts among them.
Trainer! One of the vital element in training. Trainer’s communication, convincing abilities, personality has effect on
training sessions. So it should be considered in effectiveness of training. Statistical analysis of responses with regard to
effectiveness of trainers in training sessions & Effectiveness of training had been presented in Table No.3. Table No.-3
shows that, the calculated chi-square value 12.8141 at 5% level of significance (LOS) for 9 degree of freedom (D.F.) was
less than the table value of 16.919 hence null hypotheses (H0) was accepted. It indicates that the attribute was
independent of effectiveness of trainers in training sessions.
The above table indicates that priority attached with respond to effectiveness of trainers in training sessions. However, it
was obvious from the table that employees of the BAL attach importance to the effectiveness of trainers in training
sessions. If the calculated value of ᵡ2 was less than the table value, the fit was considered to be a good one which means
that the divergence between the observed and expected frequency was attributable to fluctuations of sampling. Thus, the
observation holds good for all the employees of BAL under the study.
_________________________________________________________________________________________________
Hence, the attribute Effectiveness of trainers in training sessions was independent & considered to be good one under the
test the goodness of fit. It considered that trainers in training session were effective.
Training get influenced by the training environment i.e. tools, props, techniques & so on. Here we need to concentrate on
these aspects. Statistical analysis of responses with regard to Tools & techniques used by the organization to conduct
training & Effectiveness of training had been presented in Table No.4. Table No.-4 shows that, the calculated chi-square
value 24.48 at 5% level of significance (LOS) for 9 degree of freedom (D.F.) was greater than the table value of 16.919
hence null hypotheses (H0) was rejected. It indicates that the attribute was dependent of tools & techniques used by the
organization to conduct training.
The above table indicates that priority attached with respond to tools & techniques used by the organization to conduct
training. However, it was obvious from the table that employees of the BAL attach importance to the tools & techniques
used by the organization to conduct training. If the calculated value of ᵡ2 was less than the table value, the fit was
considered to be a good one which means that the divergence between the observed and expected frequency was
attributable to fluctuations of sampling. But here we found that, the calculated chi-square was greater than the table value
so, the observation not holds good for all the employees of BAL under the study.
Hence, the attribute Tools & techniques used by the organization to conduct training was dependent & considered to be
not good one under the test the goodness of fit.
Training might be used as a motivational tool. Statistical analysis of responses with regard to does training help to
motivate & Effectiveness of training had been presented in Table No.5. Table No.-5 shows that, the calculated chi-square
value 14.9362 at 5% level of significance (LOS) for 9 degree of freedom (D.F.) was less than the table value of 16.919
hence null hypotheses (H0) was accepted. It indicates that the attribute was independent of does training help to motivate.
The above table indicates that priority attached with respond to does training help to motivate. However, it was obvious
from the table that employees of the BAL attach importance to the does training help to motivate. If the calculated value
of ᵡ2 was less than the table value, the fit was considered to be a good one which means that the divergence between the
observed and expected frequency was attributable to fluctuations of sampling. Thus, the observation holds good for all
the employees of BAL under the study.
Hence, the attribute does Training help to motivate was independent & considered to be good one under the test the
goodness of fit. It considered that training can motivate employees.
The aim behind training- to improve the quality of work, if organisation getting better results then only it can be said that
training programme was successful otherwise no. A statistical analysis of responses with regard to Training improves
quality of work & Effectiveness of training had been presented in Table No.6. Table No.-6 shows that, the calculated chi-
square value 79.5163 at 5% level of significance (LOS) for 9 degree of freedom (D.F.) was greater than the table value of
16.919 hence null hypotheses (H0) was rejected. It indicates that the attribute was dependent training improve quality of
work.
The above table indicates that priority attached with respond to training improves quality of work. However, it was
obvious from the table that employees of the BAL attach importance to the training improves quality of work. If the
calculated value of ᵡ2 was less than the table value, the fit was considered to be a good one which means that the
divergence between the observed and expected frequency was attributable to fluctuations of sampling. But here, the
calculated chi-square was greater than the table value so, the observation not holds good for all the employees of BAL
under the study.
Hence, the attribute Training improves quality of work was dependent & considered to be not good one under the test the
goodness of fit.
Certain training programmes may arranged for personality development, behavioural changes, change management,
stress management and so on for changing the attitude of employees to maintain healthy working environment. Statistical
analysis of responses with regard to Change in attitude after getting training & Effectiveness of training had been
presented in Table No.7. Table No.-7 shows that, the calculated chi-square value 17.9393 at 5% level of significance
(LOS) for 9 degree of freedom (D.F.) was greater than the table value of 16.919 hence null hypotheses (H0) was rejected.
It indicates that the attribute was dependent training improve change in attitude after getting training.
The above table indicates that priority attached with respond to change in attitude after getting training. However, it was
obvious from the table that employees of the BAL attach importance to the, change in attitude after getting training. If the
calculated value of ᵡ2 was less than the table value, the fit was considered to be a good one which means that the
divergence between the observed and expected frequency was attributable to fluctuations of sampling. But here we found
_________________________________________________________________________________________________
that, the calculated chi-square was greater than the table value so, the observation not holds good for all the employees of
BAL under the study.
Hence, the attribute Change in attitude after getting training was dependent & considered to be not good one under the
test the goodness of fit.
Every organisation provides training to their employees but there may be the gap between what employee needs & what
organisation provides. Statistical analysis of responses with regard to about Link among organizational, operational &
individual training needs & Effectiveness of training had been presented in Table No.8. Table No.-8 shows that, the
calculated chi-square value 12.5645 at 5% level of significance (LOS) for 9 degree of freedom (D.F.) was less than the
table value of 16.919 hence null hypotheses (H0) was accepted. It indicates that the attribute was independent of link
among organizational, operational & individual training needs.
The above table indicates that priority attached with respond to link among organizational, operational & individual
training needs. However, it was obvious from the table that employees of the BAL attach importance to the link among
organizational, operational & individual training needs. If the calculated value of ᵡ2 was less than the table value, the fit
was considered to be a good one which means that the divergence between the observed and expected frequency was
attributable to fluctuations of sampling. Thus, the observation holds good for all the employees of BAL under the study.
Hence, the attribute Link among organizational, operational & individual training needs was independent & considered
to be good one under the test the goodness of fit.
Discussion:
Learning Principles: The Philosophy of Training
Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower
turnover. These benefits accrue to both the trainee and the organization, if managers understand the principles behind the
training process. To this end, training efforts must invariably follow certain learning-oriented guidelines.
• Modelling:
Modelling is simply copying someone else's behaviour. Passive classroom learning does not leave any room for
modelling. If we want to change people, it would be a good idea to have videotapes of people showing the desired
behaviour. The selected model should provide the right kind of behaviour to be copied by others. A great deal of human
behaviour is learned by modelling others. Children learn by modelling parents and older children, they are quite
comfortable with the process by the time they grow up. As experts put it. "Managers tend to manage as they were
managed"
• Motivation:
For learning to take place, intention to learn is important. When the employee is motivated, he pays attention to what is
being said, done and presented. Motivation to learn is influenced by the answers to questions such as: How important is
my job to me? How important is the information? Will learning help me progress in the company? etc. People learn more
quickly when the material is important and relevant to them. Learning is usually quicker and long-lasting when the
learner participates actively. Most people, for example, never forget how to ride a bicycle because they took an active
part in the learning process.
• Reinforcement:
If behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours.
People avoid certain behaviours that invite criticism and punishment. A bank officer would want to do a postgraduate
course in finance, if it earns him increments and makes him eligible for further promotions. Both the external rewards
(investments, praise) and the internal rewards (a feeling of pride and achievement) associated with desired behaviours
compel subjects to learn properly. To be effective, the trainer must reward desired behaviours only. If he rewards poor
performance, the results may be disastrous: good performers may quit in frustration, accidents may go up, and
productivity may suffer. The reinforcement principle is also based on the premise that punishment is less effective in
learning than reward. Punishment is a pointer to undesirable behaviours. When administered, it causes pain to the
employee. He may or may not repeat the mistakes. The reactions may be mild or wild. Action taken to repeal a person
from undesirable action is punishment. If administered properly, punishment may force the trainee to modify the
undesired or incorrect behaviours.
• Feedback:
_________________________________________________________________________________________________
People learn best if reinforcement is given as soon as possible after training. Every employee wants to know what is
expected of him and how well he is doing. If he is off the track, somebody must put him back on the rails. The errors in
such cases must be rectified immediately. The trainee after learning the right behaviour is motivated to do things in a
'right' way and earn the associated rewards. Positive feedback (showing the trainee the right way of doing things) is to be
preferred to negative feedback (telling the trainee that he is not correct) when we want to change behaviour.
• Spaced Practice:
Learning takes place easily if the practice sessions are spread over a period of time. New employees learn better if the
orientation programme is spread over a two or three day period, instead of covering it all in one day. For memorizing
tasks, 'massed' practice is usually more effective. Imagine the way schools ask the kids to say the Lord's prayer aloud.
Can you memorise a long poem by learning only one line per day? You tend to forget the beginning of the poem by the
time you reach the last stanza. For 'acquiring' skills as stated by Mathis and Jackson, spaced practice is usually the best.
This incremental approach to skill acquisition minimises the physical fatigue that deters learning.
• Whole Learning:
The concept of whole learning suggests that employees learn better if the job information is explained as an entire logical
process, so that they can see how the various actions fit together into the 'big picture'. A broad overview of what the
trainee would be doing on the job should be given top priority, if learning has to take place quickly. Research studies
have also indicated that it is more efficient to practice a whole task all at once rather than trying to master the various
components of the task at different intervals.
• Active Practice:
'Practice makes a man perfect': so said Bacon. To be a swimmer, you should plunge into water instead of simply reading
about swimming or looking at films of the worlds' best swimmers. Learning is enhanced when trainees are provided
ample opportunities to repeat the task. For maximum benefit, practice sessions should be distributed over time.
• Applicability of Training:
Training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs. The
training situations should be set up so that trainees can visualise - and identify with - the types of situations they can
come across on the job.
• Environment:
Finally, environment plays a major role in training. It is natural that workers who are exposed to training in comfortable
environments with adequate, well spaced rest periods are more likely to learn than employees whose training conditions
are less than ideal. Generally speaking, learning is very fast at the beginning. Thereafter, the pace of learning slows down
as opportunities for improvement taper off.
Findings & Suggestions:
 Table Liking of training shows that the attribute was independent and fits good under the test of fitness of good,
but difference in values was very less so, organisation should try to develop liking of training among employees.
(Ref.: Table No. - 1)
 Table Tools & techniques used by the organization to conduct training shows that the attribute was dependent
and not fits well under the study of goodness of fit. So organisation should use the new tools and techniques as
per training requirement.
 Table training improves quality of work shows that the attribute was dependent and not fits well under the study
of goodness of fit. So organisation should focus on the training programmes that theses were according to needs
or not. Because the main aim behind training was to improve quality of work, if employees don’t feel
improvement in work then training was not of use.
_________________________________________________________________________________________________
 Table change in attitude after getting training shows that the attribute was dependent and not fits well under the
study of goodness of fit. So organisation should try to develop the attitude of employees.
Conclusion:
Training considered being a basic function of HRM. Training has increased its importance in today's environment where
jobs are complex and change rapidly. Training is short-term learning process, to improve and enhance employee skills,
abilities & knowledge. Here study had been done on various attributes with the help of Chi-square test. Chi-square test
had been done to find out dependency & independency of attributes & test of fitness of good. And results were both
dependent & independent & good as well as not good.
Attributes were like this, liking of training, effectiveness of method of training, effectiveness of trainers in training
sessions, tools & techniques used by the organization to conduct training, does training help to motivate, training
improves quality of work, change in attitude after getting training, link among organizational, operational & individual
training needs etc.
The attributes which were dependent these need to be concentrated by the organisation & get improved. Over all we can
say training programs are effective but organisation need to improve some aspects to get best results.
References:
• Gary Dessler (2010): ‘Human Resource Management’, Pearson Publication – 11th Edition
• K. Ashwathappa (2009): ‘Human Resource Management- Text & Cases’, 6th Edition
• C. R. Kothari (2004, Reprinted 2010): ‘Research Methodology- Methods & Techniques’, New Age International
Publishers- 2nd Revised Edition.
• Sheeba Hamid (2011): ‘A Study of Effectiveness of Training And Development Programmes of UPSTDC,
India- An Analysis’, South Asian Journal Tourism and Heritage, Vol.4, No.1.
• Malik, M.S. (2001): ‘Globalisation and Human Resource Development’, Yojana, Vol.45, March.
• Smitha Das (2010): ‘Employee Training Effectiveness’, Cool Avenues- online journals, June 15.
• P. Subba Rao (2004): ‘Personnel and Human Resource Management’, Himalaya Publishing House- Preface to
3rd Edition.
• P. Subba Rao (2008): ‘Essentials of Human Resource Management and Industrial Relations- Test, cases and
Games’, Himalaya Publishing House -3rd Revised and Enlarged Edition.
• R. D. Agarwal (2008): ‘Organization and Management’, Tata Mc Graw Hill Publication Ltd. Delhi.
• Das, S. (2010): ‘Employee training effectiveness’. Cool Avenues [Online]. , June 15
• www.jgate.in
• search.ebscohost.com
• www.siteHR.com
• www.coolavenues.com
• www.google.com
• www.baramatiagro.com
• www.ans.com
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Tables:
Table No. 1: Employee opinion about liking of training-
Effectiveness of
Training
No Average Good Excellent
Liking of
Training
No - - - - 0
Average - 3 (0.8) 7 (6) - 10
Good - - 18 (15.6) 8 (8.32) 26
Excellent - 1 (1.12) 5 (8.4) 8 (4.48) 14
0 4 30 16 50
Source: Primary data- collected through questionnaire from employees of Baramati Agro Ltd.
Table No. 2: Employee opinion about effectiveness of method of training-
Effectiveness of
Training
Method of
Training
No - - - - 0
Average - 2 (0.8) 8 (6) - 10
Good - 1 (2.24) 18 (16.8) 9 (8.96) 28
Excellent - 1 (0.96) 4 (7.2) 7 (3.84) 12
0 4 30 16 50
Table No. 3: Employee opinion about effectiveness of trainers in training sessions-
Effectiveness of
Training
Effectiveness
of Trainers
No - - - - 0
Average - 3 (0.8) 7 (6) - 10
Good - 1 (2.08) 16 (15.6) 9 (8.32) 26
Excellent - - 7 (8.4) 7 (4.48) 14
0 4 30 16 50
_________________________________________________________________________________________________
Table No. 4: Employee opinion about tools & techniques used by the organization to conduct training –
Effectiveness of
Training
Tools &
Techniques
No - - - - 0
Average - 2 (0.88) 9 (6.6) - 11
Good - 2 (2.08) 19 (15.6) 5 (8.32) 26
Excellent - - 2 (7.8) 11 (4.16) 13
0 4 30 16 50
Table No. 5: Employee opinion about does training help to motivate –
Effectiveness of
Training
Motivation
No - - - - 0
Average - 2 (0.48) 3 (3.6) 1 (1.92) 6
Good - 2 (2) 19 (15) 4 (8) 25
Excellent - - 8 (11.4) 11 (6.08) 19
0 4 30 16 50
Table No. 6: Employee opinion about training improves quality of work –
Effectiveness of
Training
Quality of
work
No - - - - 0
Average - 1 (0.56) 7 (4.2) - 7
Good - 3 (1.68) 15 (12.6) 3 (6.72) 21
Excellent - - 9 (1.2) 13 (7.04) 22
0 4 30 16 50
_________________________________________________________________________________________________
Table No. 7: Employee opinion about change in attitude after getting training –
Effectiveness of
Training
Change in
Attitude
No - - - - 0
Average - 2 (0.8) 8 (6) - 10
Good - 2 (1.76) 16 (13.2) 4 (7.04) 22
Excellent - - 6 (10.8) 12 (5.76) 18
0 4 30 16 50
Table No. 8: Employee opinion about link among organizational, operational & individual training needs –
Effectiveness of
Training
Liking of
Training
No - - - - 0
Average - 3 (0.8) 7 (6) - 10
Good - 1 (1.84) 14 (13.8) 8 (7.36) 23
Excellent - - 9 (10.2) 8 (5.44) 17
0 4 30 16 50
_________________________________________________________________________________________________
A Study on The Factors Affecting Job Satisfaction
Amongst Employees of SSIs
Parul Bhati*
Assistant Professor, Nirma University,
S G Highway, Ahmdedabad, Gujarat
Research Scholar, Karpagm University, Coimbatore
parulbhati_mba@yahoo.co.in
_______________________________________________________________________________________________
Abstract:
In any industry the success of an organization is extremely dependent on its human resources. Although there are
many other factors that play a key role, a company must have effective employees in order to stay financially
solvent and competitive. In order to maintain this valuable commodity, organizations must be aware of employee
satisfaction. Many companies make the mistake of assuming that employees are only seeking financial benefits for
their jobs .
In this Research paper the purpose of this study is to review current literature and analyze previous studies to
evaluate whether or not HRM practices impact on employee job satisfaction of SSIs of Rajkot, Saurastra
Region,Gujarat. The primary objective of this study is to ascertain the levels of job satisfaction experienced
amongst employees. Here I have used questionnaire as an instrument to collect data form employees, to the job
satisfaction. Also observation method and Informal Interview with the middle manager. The study showed that
organizational factors such as work conditions, pay, fairness, and promotion significantly influenced employee job
satisfaction. However, individual factors such as age and gender did not significantly influence employee job
satisfaction .As per findings Many SSIs have not HR Department, It should be require proper HR Department.
Keywords: Job Satisfaction. Organization Culture, HRM Practices, SSIs
1. Introduction of SSI
In India, small and medium enterprises (SME) are a generic term used to describe small scale industrial (SSI) units and
medium-scale industrial units. Any industrial unit with a total investment in its fixed assets or leased assets or hire-
purchase asset up to Rs10 million is considered as a SSI unit and investment up to Rs.100 million is considered as a
medium unit. In addition, an SSI unit should neither be a subsidiary of any other industrial unit nor can it be owned or
controlled by any other industrial unit.
The SSI (SMALL SCALE INDUSTRY) today is immense for the growth of the country. Small scale industries are the
industries which are run with the help of their labors and which also use some simple machine and power. The SME
sector produces a wide range of industrial products such as food products, beverage, tobacco and tobacco products,
cotton textiles, wool, silk, synthetic, products, jute, hemp & jute products, wood & wood products, furniture and fixtures,
paper & paper products, printing publishing and allied industries, machinery, machines, apparatus, appliances and
electrical machinery. SME sector also has a large number of service industries. The small scale sector in India comprises
of a diverse range of units from traditional crafts to high-tech industries. The number of SSI working units (registered &
unregistered) in India totaled 11.4 million in 2003-04 80.5 per cent of which are proprietary concerns and 16.8 per cent
are partnership firms and private limited companies.
1.2 Importance of SSI in India
SSI is one of the significant segments of the Indian economy, contributing about 7 per cent to the Indian GDP and
providing employment to over 28 million people The Indian SME segments current production value is almost Rs
816,000 crore. It contributes to around 40% of industrial production & exports. It manufactures more than 8,000 diverse
products, ranging from low-tech items to technologically advanced products. The SSI sector targets both domestic as
well global markets. SSIs sector is recognized as the engine of growth, accounting for about 70% of employment and
contributes a significant amount for the growth of GDP. Globally, 99.7 per cent of all enterprises in the world are SMEs
and the balance 0.3 percent are large-scale enterprises. By contrast, the SSI sector in India accounts for 95 per cent of all
industrial units. According to the Ministry of Small Scale Industries, the number of registered SSI units in India has
_________________________________________________________________________________________________
increased from 11 million units in 2002-03 to 11.4 million units in 2003-04, up 3.6 per cent. The fixed investment grew
by 5.04 per cent from Rs. 162,533 crore in 2002-03 to Rs. 170,726 crore in 2003-04. About 8,000 products are
manufactured in the small-scale sector. The production of SSI units in India increased from Rs.311,993 crore in 2002-03
to Rs.357,733 crore in 2003-04.The industry groups with a large share in the total production of SSIs such as textile
products, wood, furniture, paper, printing, and metal products have recorded high growth rates. The exports grew at a
faster rate than production in 2002-03. While production at current prices grew by about 10.53 per cent and exports rose
by 20.7 per cent from Rs. 71,244 crore to Rs. 86,013 crore between 2001-02 and 2002-03. The industry groups with a
large share in exports are hosiery and garments (29.0%), food products (21.4%) and, leather products (18%). The SSI
units continue to create employment. The number of employed in the SSI sector went up from 260.13 lakh in 2002-03 to
271.36 lakh in 2003-04.
2. Job Satisfaction
Introduction to Job Satisfaction
The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic &
essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid &
phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of
time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a
simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of
knowledge are added every day & with increasing understanding of new variables & their inter play; the field of job
satisfaction has become difficult to comprehend.
The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction
conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological &
environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a
"pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a
person's job fulfils his dominant need & is consistent with his expectations & values, the job will be Satisfying .
Relationship among motivation, attitude and job satisfaction:

Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities
& skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be
totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used
interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes
are predispositions that make the individual behave in a characteristic way across the situations.
Relationship between Morale & Job Satisfaction:

According to Seashore (1959), morale is a condition which exists in a context where
People are:
a) Motivated towards high productivity.
b) Want to remain with organization.
c) Act effectively in crisis.
d) Accept necessary changes without resentment or resistance.
e) Actually promote the interest of the organization and
f) Are satisfied with their job.
Relationship between Job satisfaction and Work behavior:

Generally, the level of job satisfaction seems to have some relation with various aspects of work behavior like
absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying
degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative
or casual. In other words, whether work behavior make him more positively inclined to his job and there would be a
lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of
an object or person may result in personal injury.
Job satisfaction and Productivity:

Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of
an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the
amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis
_________________________________________________________________________________________________
for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he
desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he
desires. This means that instead of maximizing satisfaction generally an organization should be more concerned about
maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do
not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel
more satisfied.
Job satisfaction and Absenteeism:

One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-
usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other
factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal
sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So,
outside factors can act to reduce the correlation.
Job satisfaction and Turnover:

Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism.
Yet, again, other factors such as labor market conditions, expectations about alternative job opportunities, and length of
tenure with the organization are important constraints on the actual decision to leave one's current job. Evidence indicates
that an important moderator of the satisfaction turnover relationship is the Sales Person's level of performance.
Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization
typically makes considerable efforts to keep these people. Just the Opposite tends to apply to poor performers. Few
attempts are made by the organization to retain them. So, one could expect, therefore, that job satisfaction is more
important in influencing poor performers to stay than superior performers.
Job satisfaction and Adjustment:

It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to
define adjustment, most psychologists and organizational behaviorists have been able to narrow it down to what they call
neuroticism and anxiety. Generally deviation from socially expected behavior has come to be identified as neurotic
behavior. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes.
Deal (2005) [1] posits that the sense of dissatisfaction that many people in our society feel at their work has more to do
with systematic causes. It is directly connected to the resources, and decision-making capability in organizations. In
essence, many people are dissatisfied with their work orientation because they are controlled and coerced by the social
forces of their society.
Milward (2004) [2] states that mergers and acquisitions have a major impact on a company and its employees and
discusses the impact on job satisfaction and employee motivation that such changes cause. The paper concludes that the
key to maintaining employee performance during a merger is to recognize the impact it will have on employees, to take
actions to minimize these effects and to provide systems to give employees direction during a major time of change.
Leibowitz (2003) [3] looks at the purpose and components of a job analysis and explains that its main goal is to
determine how a job can be fully maximized so it can contribute to the achievement of the organization's goals. The
paper shows how a job analysis is an important factor in satisfying individual employee needs and in achieving an
organization's strategic business objectives.
McEwen (2001) [4] examines that the most frequently discussed company assets are those that are represented by or
have been established through the traditional “four Ps” of marketing: product, place, promotion, and price. Of course, the
assets related to these categories are well worth protecting and building, for they are the backbone of the company.
However, there are other company assets that are just as important but are excluded because either they are not clearly
recognized as “assets” or more effort is required to manage them effectively. “These are the assets that surround the
important fifth „P:‟ people; human assets; human capital”.
Clark (2001) [5] This paper takes a look at how the motivation, satisfaction and performance of employees can influence
organizational performance. Air devils, a company that performs aerial stunts is used as a case study to demonstrate how
a high level of job satisfaction amongst employees affects Air devils' performance as an organization. The author
describes the assessment process as well as the possible causes to lack of motivation of Air devils' personnel before
discussing how to formulate an improvement plan to better job satisfaction levels and ultimately productivity.
_________________________________________________________________________________________________
Stafford (1999) [6] explains that building successful reward systems, which ultimately keep employees productive and
happy, will help organizations survive and prosper. The author points out that job pay structures should be competitive
with other similar jobs in the organization and salary increases should be given as merit rises through yearly evaluations.
The paper relates that a valued reward is paid timeoff, which is earned for time worked a set number of hours per week.
The author describes other benefits, such as health and life insurance, retirement funding and a child care flexible
spending account, which can be arranged to meet individual employee needs. The paper stresses that employees or
individuals seeking employment, as a rule, are 49 looking for job security and promotion. The author underscores the
importance of recognition as a benefit need.
Taylor (1997) [7] Discusses the attitudes and strategies that should be used to get the best results from employees, what
it takes to keep employees motivated, the attitude of the boss and different attitudes of employees and how it affects their
job. The entire latter are discussed with reference to research studies of selected companies and their organizational
patterns of behavior.
Rock (1994) [8] defines the commonalities of job satisfaction. The author explores variations in national cultures. The
paper contends that workers everywhere seek employment opportunities that provide acceptable rewards and a proactive
work environment.
4. Research Methodology
4.1 Research Problem
The problem identified over here was derived from the fact that the pace at which the company is demanding the
employees around the world to undertake multitasking and the increasing levels of complexity of human relationships
that they face now a days, has lead to high levels of work-related stress, which in turn results in dissatisfaction and de-
motivation of employees. Thus, in order to avoid the occurrence of these two—which indicate a shortcoming of a firm„s
policies---a firm needs to study the levels of motivation and satisfaction in its employees and the factors that affect
employee satisfaction and motivation with regards to its respective employees.
4.2 Objective Of Study
1 To analyze satisfaction of employee in different groups i.e. Age groups and

Experience.
2 To evaluate the level of satisfaction considering general working conditions.
3 To evaluate the level of satisfaction considering work relationship among

Employee.
4 To evaluate the level of satisfaction considering work activates.
4.3 Data Collection Method
Data was collected from various employees through personal interaction. Specific Questionnaire is prepared for
collecting data. Data was also collected with mere interaction and formal discussion with different employees.
4.4 Sample Design
Population size: SSI in Rajkot District.

Sample size: 55 Employees
Data source: Primary Data (through Structured Questionnaire)
Area sampling was used for data collection
_________________________________________________________________________________________________
Data Analysis & Interpretation
Q.1 Do you believe that respect is a matter of earn not to get?
Table:1
Response Frequency
Agree 41
Somewhat agree 11
Neutral 2
Disagree 1
Somewhat disagree 0
From the above Table Out of 55 employees 74% of the employees agrees that respect is matter to
earn and not to get,20% of the employees somewhat agree for respect is to earn and not to get, 4% of
the employees are neutral and 2% of the employees believe that respect is to get and not to earn .
Q: 2.Are you satisfied with the salary offered by the management?
Table:2
Response Frequency
Agree 43
Somewhat agree 08
Neutral 02
Disagree 01
Somewhat disagree 01
From the above table we can conclude that 78.18% of the employees are satisfied with their salary, 14.54% of
the employees are somewhat satisfied with their salary, 3.6% of the employees are neither satisfied nor dissatisfied
with their salary, 1.8% of employees are not satisfied with their salary and 1.8% of the employees are somewhat
dissatisfied with their salary.
Q: 3.Do you believe that money is the only way to motivate your subordinates?
Table: 3
Response Frequency
Agree 35
Somewhat agree 18
Neutral 01
Disagree 00
_________________________________________________________________________________________________
Out of 55 employees 63.63% of the employees believe that money is the only way to motivate subordinates,
32.72% of the employees somewhat agree for money as a way to motivate subordinates,1.81% are neutral and
1.81% of the employees are somewhat disagree that money is the only way to motivate subordinates.
Q: 4 Are you satisfied with the hours of work?
Table:4
Response Frequency
Agree 24
Somewhat agree 14
Neutral 15
Disagree 02
From the above table we can see that 24 employees are satisfied with their working hours, 14 employees are
somewhat satisfied with their working hours,15 employees are neither satisfied nor dissatisfied ,2 employees are
not satisfied with their working hours and 1 employees is somewhat dissatisfied with his working hours.
Q: 5. Are you satisfied with the amount of paid holiday/sick leave offered?
Table:5
Response Frequency
Agree 12
Somewhat Agree 05
Neutral 10
Disagree 28
From the above table we can see that 21.81% of the employees are satisfied with the amount of paid
holidays/sick leave offered, 9 .09% of the employees are somewhat satisfied, 18.18% of the employees are
neither satisfied nor dissatisfied with the amount of paid holiday/sick leave offered and 50.90% of the
employees are dissatisfied with the amount paid for holiday/sick leave offered.
_________________________________________________________________________________________________
Q: 6 Are you satisfied with the work Environment?
Table:6
Response Frequency
Agree 27
Somewhat Agree 14
Neutral 13
Disagree 01
From the above table we can observe that out of 55 employees 27 employees are satisfied with their work
environment, 14 employees are somewhat satisfied,13 employees are neither satisfied nor dissatisfied and 1
employee is dissatisfied with the working environment.
Q: 7 Are you satisfied with the opportunities for Promotion?
Table:7
Response Frequency
Agree 23
Somewhat Agree 11
Neutral 19
Disagree 02
From the above t able we can see that 41.81% of the employees are satisfied with the opportunities for
promotion, 20% of the employees are somewhat satisfied,44.54% of the employees are neither satisfied nor
dissatisfied and 3.63% of the employees are dissatisfied with the opportunities for promotion.
8. Are you satisfied with the job Security?
Table:8
Response Frequency
Agree 33
Somewhat Agree 10
Neutral 11
Disagree 01
From the above table it is observed that the 60% of the employees are satisfied with their job security,
18.18% of the employees are somewhat are satisfied with their job security, 20% of the employees are neither
_________________________________________________________________________________________________
satisfied nor dissatisfied and 1.81% of the employees are dissatisfied with their job security.
9. Are you satisfied with the behaviour of co-workers?
Table:9
Response Frequency
Agree 22
Somewhat Agree 18
Neutral 07
Disagree 08
From the above table we can see that 40% of the employees are satisfied with the behaviour of their co-workers,
32.72% of the employees are somewhat satisfied,7% of the employees are neither satisfied nor dissatisfied and
12.72% of the employees are dissatisfied with the behaviour of the co-worker.
Q10. Are you satisfied with the opportunity to utilize your skills and talents?
Table:10
Response Frequency
Agree 33
Somewhat Agree 02
Neutral 15
Disagree 04
Out of 55 employees 33 employees are satisfied with the opportunities provided for utilizing their skills and
talents, 2 employees are somewhat satisfied and 15 employees are neither satisfied nor dissatisfied,4 employees are
not satisfied and 1 employee is partially satisfied with he opportunities provided to utilizing skills and talents.
11 Do you think that personal life can affect the job satisfaction level?
Table: 11
Response Frequency
Agree 29
Somewhat Agree 09
Neutral 17
Disagree 00
From the above table it is seen that 52.72% of the employees think that personal life can affect the job satisfaction
level, 16.36% of the employees partially believe that personal life affects the job satisfaction level and 30.90% of the
employees are neither agrees nor disagree that personal life affects the level of job satisfaction.
_________________________________________________________________________________________________
5. Hypothesis Testing
The Data presented below is collected from the respondents, according to their responses, they classified into
satisfied or dissatisfied.
From the demographics covered in the questionnaire, the test was conducted mainly on 2demograph i.e.
Testing of hypothesis -1:
Ho: employees are satisfied with work environment. H1: employees are not
atisfied with work environment.

2 2
Oi Ei (Oi-Ei) (Oi-Ei) (Oi-Ei) /Ei
27 11 16 256 23.47
14 11 03 09 0.818
13 11 02 04 0.3636
01 11 -21 441 20.45
00 1 11 22
2
0 710 χ c= 45.10
calculation of test:
X2=∑( Observed Frequencies-Expected Frequencies)2
Expected Frequencies
(O-E)2/E =Degree of freedom (d.o.f) =(n-1)=(5-1)=4
Where, n=number of rows
Level of significance =0.05%
Tabular value of x2 for d.o.f. is 9.488
Here, χ
2
cal < χtherefore null hypothesis will be rejected.
Conclusion: since the calculated value is greater than the tabular value. The null hypothesis is rejected and
alternate hypothesis is accepted. It indicates that, there is
_________________________________________________________________________________________________
not satisfied with work environment.
Testing of hypothesis -2:
Ho: employees are satisfied with the job security.
H2 : employees are not satisfied with the job security.
2 2
Oi Ei (Oi-Ei) (Oi-Ei) (Oi-Ei) /Ei
33 11 22 484 44
10 11. -1 01 0.090
11 11. 0 00 00
01 11. 22 -21 441 20.045
00 1 11.
2
0 926 χ c=
64.54
Calculation of test:
X2=∑( Observed Frequencies-Expected Frequencies)2
Expected Frequencies
(O-E)2/E =Degree of freedom (d.o.f) =(n-1)=(5-1)=4
Where, n=number of rows

2.4763
Level of significance =0.05%
Tabular value of x2 for d.o.f. is 9.488

cal < χ
2
ere, χ
Therefore null hypothesis will be rejected
6. Finding
1. Educational qualification can be the factor of not an effective job.

2. Most of the employees think that are not on their actual path.
3. Employees are not getting value to their work.
4. Employees are satisfied with the behaviour of co-workers.
5. Most of the employees think that personal life effects the level of job satisfaction.
6. Most of the employees are satisfied with their job security.
7. Most of the employees are satisfied with the environment in the organization
_________________________________________________________________________________________________
7. Recommendations
1. The employees should be given opportunities to use their skills and talents by the
Organizations.
2. The organization should arrange motivational program at regular interval of time.
Organizations should give recognition and awards to the employees in order to
3. Increase their job satisfaction.
The organization should manage good organizational culture in the organization.
4. The top management in the organization should be supportive to the employees
so that it creates healthy environment in the organization.
Conclusion
Employees are considered as life blood of any organization. Employee satisfaction is necessary for proper outcome from
the employees. This will help the organization to get new blood into the organization and for the organization to develop.
But it becomes a problem when the employees have dissatisfaction. Therefore HR department has the most crucial role to
play in any organization. At the time of conducting interviews, the HR personnel try to bring right candidate to the right
job. The primary elements of any plan is to improve the quality of the employees, including improving the new hires,
motivating, identifying and retaining superior or potential employees, and further developing them.
Reference
1. Brief AP (1998). Cited in Weiss, HM (2002) Deconstructing job satisfaction.separating evaluation, beliefs and
affective experiences, Hum. Res. Man. Rev. 12: 173-194.
2. Clark, Donald.(2001).job satisfaction http://www.nwlink.com/-domclark/hrd/trainsta.html
3. LEIBOWITZ ,WENDY(2003) Building job satisfaction : journal of Management
4. ,November 2003.
5. Danhoff MN (1962). A factorial approach to the study of job satisfaction of hospital personnel. Unpublished
doctoral dissertation, Purdue University, Lafayette, Indiana.
6. K. Aswathappa, “Human Resource Management”, Tata McGraw-Hill Publishing
7. Company Ltd., New Delhi, 5th edition, (200
8. McEwen, William.(2001).Employees are assets. http://gmj.gallup.com./content/default.asp ?ci=166 Stafford,
M.R.Stafford , T.F. wells, B.P.1988 Determinats of satisfaction on the bases of reward.
9. Stafford, M.R.Stafford , T.F. wells, B.P.1988 Determinats of satisfaction on the bases of reward.
10. Varca PE, Garnett SS, McCauley CD (1983). Gender differences in Job Satisfaction Revisited, June 1983: 348-53
11. Wanous JP, Lawler EE (1972). Measurement and measuring of job satisfaction. J. App. Psyc. 56: 5-107
_________________________________________________________________________________________________
Protecting Citizen Employees From Employer Retaliation:
A Comparative Analysis
Mr. Shekhar S. Gangadhar
MBA (Marketing & HRM)
Assistant Professor (SGI Atigre, Kolhapur) Maharashtra
Email : shekhargangadhar@gmail.com
_________________________________________________________________________________________________
Abstract
An employer’s demand for an employee’s loyalty, time, effort and pursuit of the employer’s choice of goals can
pose a real dilemma for an employee if the employer’s demands conflict with the employee’s sense of duty to the
public interest. Following an employer’s instructions, preserving its confidences, and facilitating its business
practices might violate the law in some instances. Strict observance of the employer’s work schedule and
production goals might make public service as a juror, witness, or voter impossible. Employer demands and
public interests cannot always be reconciled, and an employee may have to choose one at the expense of the other.
“Citizen Employees” are employees who choose public duty at some cost to their employer and who risk employer
retaliation as a result.1 Citizen Employees are defined by their conduct. They question business practices that may
involve wrongful activity, resist instructions to aid wrongful activity, complain to higher management or law
enforcement authorities about illegal activity, or take time from work to serve the public despite the competing
demands of their employment. This article is a very brief description of the need for and unique challenges of
providing legal protection for citizen employees.
Introduction
A citizen employee can provoke a wide range of hostile responses by his employer or fellow employees and managers,
who might regard his conduct as insubordinate, disloyal, and even threatening. In this regard citizen employees resemble
other special groups of employees defined by law according to their potentially provocative conduct, including
employees who exercise personal rights under employment statutes or who support collective bargaining. 2 The defining
conduct for each of these protected groups tends to provoke retaliation. Such employee conduct may be essential to
achieve a public goal, such as the creation and enjoyment of certain employee rights. What sets citizen employees apart
from other employee groups defined by their conduct is the object of citizen employee conduct, which is to further a
public interest rather than individual or collective employee interests.3 Protecting a citizen employee from retaliation
might seem relatively straightforward if the employee were already protected from discharge or other adverse action, as
employees sometimes are under contract or certain employment law regimes.
In the U.S., however, most employees serve “at will.”4 Under the law of “employment at will,” an employer need not
prove that its decision to discipline an employee was supported by a good or fair reason. An employer’s motivation to
retaliate because an employee thwarted or reported wrongdoing or performed a public service might to be exactly the sort
of motivation that should be prohibited. In fact, there are many federal and state statutes that prohibit employer retaliation
against particular conduct that fits within the realm of citizen employee behavior, 5 and there are many court decisions
that declare limited “common law” (non-statutory) protection for citizen employees. The Sarbanes Oxley Act6 (SOX) is
certainly the best known of the many laws that apply to different categories of citizen employees. SOX prohibit employer
retaliation against employees who report certain types of unlawful business activity within publicly traded corporations.
But In India there is no any strong legal provision for the whistle blowers and this paper is an honest effort to throw a
light on the protection of Citizen Employees from Employer Retaliation.
Case for whistle blowing law in India
6
The term `whistle-blowing' is a relatively recent entry into the vocabulary of public and corporate affairs, although the
phenomenon itself is not new. It refers to the process by which insiders go public with their claims of malpractices by,
or within, organizations - usually after failing to remedy the matters from the inside, and often at great personal risk to
them. Sometimes the cost of such valiant efforts is just too high to pay.
_________________________________________________________________________________________________
Satyendra Dubey, was one of those rare young men who was completely and uncomplicatedly honest. He didn't know
he was a hero. An engineer from Indian Institute of Technology, Kanpur and working for National Highway Authority
of India probably never knew the word but died for simply doing the right thing. Gunned down by the mafia in Gaya
on early November 27 morning, nearly a year after he had complained of corruption on the Golden Quadilateral
project to the Prime Minister's office. Knowing the dangers that surround honest people bucking the whole corrupt
system, in his letter, Dubey had requested that his name be kept secret, a request that wasn't honoured-the letter was
sent from the PMO to the Ministry of Road, Transport and Highways and then to the National Highway Authority of
India, with which Dubey was working as Deputy General Manager. His death speaks volumes about the growing
nexus between politicians and mafia and also highlights the illegal procedures/ways involved in awarding contracts
and also the allegedly fraudulent pre-qualification bids in connection to big development projects.
India has recently passed a federal Freedom of Information Bill in 2003 however it does not have a Whistleblowers
Act recommended by the Constitution Review Commission in 2002. Moreover a draft bill on public disclosures
recommended by the Law Commission lies in cold storage. Satyendra Dubey's death merits attention and a subsequent
Public Interest Litigation urges the Supreme Court to direct the Centre to evolve a system to ensure protection to
anybody who complains to the Government against corruption.
Corruption exists all over the world and thrives at all layers of government. Officers who refuse to enter the
bandwagon are victimized. In India, the Tehelka expose involving defense deals had not only victimized the reporters
involved in the undercover operation but also harassed virtually anybody associated with the portal. In this case, the
owner of the Global capital who owned a share in the portal was imprisoned without any concrete charges framed
against him. All this was due to the fact that the expose had caught some of the high ups in the ruling coalition taking
bribes on camera! More recently, the Labour Government in England had found a scapegoat in Dr David Kelly who
was considered a 'mole' in the Ministry of Defence inorder to draw public attention away from the Iraq war. He was
named as the source of a disputed BBC report claiming the Downing Street had "sexed up" evidence of Iraqi weapons
of mass destruction so as to drive the country into the war with Iraq.
The need and urgency of a whistle blowing act cannot be overemphasized even as Satyendra Dubey's death sparked off
widespread public protest. Both in unlettered societies with meager resources as also in the developed world, there is
an urgent need both for access to information by the public along with an act that would provide protection to all those
who blew the whistle. It is time that the authorities took cognizance of the fact that money associated with
development works that usually comes from the tax payers pocket lands up in corrupt hands. In the process
development takes the back seat. India cannot afford to lose its money nor its resources. The real heroes of today's
world are honest people. They are few and far between. They are the ones society is longing to follow. But everywhere
it sees them fail. Yet the world and developing countries especially cannot afford to loseits honest officers who stand
up against all odds and risk their lives. It is time the government thinks about cleaning its system by providing
protection to all those ordinary people who dares to bare open facts and has a stake at country's future. Mere assurance
from the Prime Minister that the guilty wouldn't be spared is not enough either to the citizens or to Dubey's family. If
the government really means business it has to go about demonstrating that there are systems in place for good people
to rely on. We need a fast and efficient judiciary to handover judgments in fair and impartial manner with or without
political and social pressure, and a clean and unbiased police that will come to the aid of those working on the right
side of the law; we also need public knowledge about the constitution and rule of law; and laws that will encourage
people in both urban and rural areas to come forward without any fear to usher in an era of transparency,
accountability and participation in the governance of the country. We need a system, a society where a person can do
its duty without fear and the head held high. If the government really intends to deliver such a nation, then it is time the
government pulled up its sleeves and makes concrete efforts to pass a whistleblowers act. It follows that no measure to
curb government and corporate transgressions in India or elsewhere will bear fruit unless legal immunity and
protection against retaliation is given to responsible and conscientious whistle blowing.
Conclusion
Ethics & Morality are present in India in a philanthropic state but we are lacking at actual implementation. So there are
many cases like Mr. Satyendra Dubey in India who have raised their voice against the malpractices at their
organizations and are not protected against retaliation from employer and other forces in a proper way. IN U.S. there
are many laws as follows 5 looking only at federal statutes, and excluding employment statutes that provide anti-
retaliation protection in their enforcement provisions, there are at least nineteen laws protecting employees for defined
conduct serving particular public interests, including most recently the American Recovery and Reinvestment Act of
_________________________________________________________________________________________________
2009. See CARLSON’S FEDERAL EMPLOYMENT LAWS ANNOTATED 2008, p. 637 (Thomson West 2008). If
one adds enforcement provisions of federal employment laws like Title VII, which prohibit retaliation against an
employee who has “opposed” unlawful, employment practices, 42 U.S.C. §2000e-3, the total is somewhere between
twenty and thirty, depending on one’s definition of “citizen employee” and one’s interpretation of some federal
statutes. For a collection of such employment discrimination statutes and their anti-retaliation provisions, see
CARLSON’S FEDERAL EMPLOYMENT LAWS ANNOTATED 2008, p. 540 (Thomson West 2008) in fact we at
India do not have any full proof law as such. So If a Government protects and encourages the Citizen Employees the
Mahatma Gandhi’s concept of “Ramrajya” will come in to existence. We can overcome the problems like pollution,
corruption, unemployment, crime, Illiteracy, poverty etc.
Bibliography
1. For a more expansive treatment of many of the issues addressed in this article, see, Richard Carlson, Citizen
Employees, 70 LA. L. REV. 237 (2009), also available at
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1354766
2. See, e.g., National Labor Relations Act, 29 U.S.C. §157 (which grants legal protection for employees who
engage in concerted action for the purpose of collective bargaining, among other things).
3. There are a number of reasons why it is helpful to think of citizen employees as a class distinct from other
employee groups defined by conduct. See Carlson, Citizen Employees; supra note 1, at 293-312.
4. See, e.g., Walker v. AT&T Tech., 995 F.2d 846,849 (8th Cir. 1993). See also generally RICHARD CARLSON,
EMPLOYMENT LAW 684-688 (2d ed. 2009).
5. Looking only at federal statutes, and excluding employment statutes that provide anti-retaliation protection in
their enforcement provisions, there are at least nineteen laws protecting employees for defined conduct serving
particular public interests, including most recently the American Recovery and Reinvestment Act of 2009. See
CARLSON’S FEDERAL EMPLOYMENT LAWS ANNOTATED 2008, p. 637 (Thomson West 2008). If one
adds enforcement provisions of federal employment laws like Title VII, which prohibit retaliation against an
employee who has “opposed” unlawful, employment practices, 42 U.S.C. §2000e-3, the total is somewhere
between twenty and thirty, depending on one’s definition of “citizen employee” and one’s interpretation of some
federal statutes. For a collection of such employment discrimination statutes and their anti-retaliation provisions,
see CARLSON’S FEDERAL EMPLOYMENT LAWS ANNOTATED 2008, p. 540 (Thomson West 2008)
6. http://www.hinduonnet.com/op/2003/03/25/stories/2003032500110200.htm
http://www.indianexpress.com/full_story.php?content_id=36191
http://www.indianexpress.com/full_story.php?content_id=36659
http://www.indianexpress.com/full_coverage.php?coverage_id=33
_________________________________________________________________________________________________
Employee Engagement
Prof. Sarika Patil
Asst. Professor
Prof Shuchi Gautam

Asst. Professor
Sandip Institute of Technology & Research Centre Mahirawani,
Trimabak Road, Nasik. sarika.patil@sitrc.org
____________________________________________________________________________________
Abstract
This paper is an attempt to give the realistic view about employee engagement. Human Resource being
the most important asset of any organization requires an enabling HR climate with a view to achieve
organizational objectives in the most effective manner. Organizations these days want to protect their
biggest and most valuable asset and they want to do this in a way that best suits their organizational
culture. Retaining employees is a difficult task in todays globally competitive world. Providing support
to the employees acts as a mantra for retraining them. Employers can also support their employees by
creating an environment of trust and inculcating the organizational values into employees. .In order to
increase an organization performance level & also to retain, organizations need to engage their
employees more effectively. An "engaged employee" is one who is fully involved in, and enthusiastic
about their work, and thus will act in a way that furthers their organization's interests. Engaged
employees have strong desire to work, feel proud of the organization, and also speak positively about it .
Such employees shown enthusiasm for contributing to the organizational goals. Thus engagement is
distinctively different from employee satisfaction, motivation and organizational culture.
Objectives:
• To focus on the problems and prospects in engaging the talented employees at the work place.
• To study the factors affecting the employee engagement at the company
• To study the level of Employee engagement at the selected company
• To find out whether increase in employee engagement has an impact on Employee Satisfaction
The above objectives will be studied by studying the Human resource and retention policies and strategies of
the Selected manufacturing company in the Nashik
Sample Population:
Manufacturing companies covered under MIDC industrial area of Nasik.
Sample size: The one company has selected from the manufacturing companies in nashik and 50employees of
the same company has been selected for the study purpose
Data collection method used for carrying this study are both the Primary data and the secondary data
Primary data form the respondents has been collected through a questionnaire designed and the secondary data
for the purpose of study has been collected from the Books ,Magazines and Related Projects
Scale used is Likert Scale and the Scores have been assigned to each option Key- words:
Employee engagement, Employee involment Employee Satisfaction, Nature of job Growth Oppurtunities,
Skill Enhancement
_________________________________________________________________________________________________
Introduction:
Two organization invest the same amount of capital in the business, have the same resources in terms of
machinery, latest technology, infrastructure etc. , but what differentiate then is the manpower they have. No
two organizations have the same set of knowledge, skill & attitude because no two human beings are the
same. They are distinct entities with different capabilities, the way they think, they work etc. This is the place
where an organization needs to work to gain competitive advantage over the other , by utilizing the workforce
in the best possible way
In today's, changing scenario to maintain or to retain the employee in the organization is challenging job for
human resource managers, because if the workforce is not engage properely in the organization , they are not
satisfied and attrition rate become high and it is very diffcult to satisfy them because todays employees are not
satisfied with the higher salary, perks & benefits . Nowadays employees want much more they want
flexibility, quality of work & freedom of speech moreover they want challenging job.. They don't want
leadership, they want to become their own leader. So the Employee Engagement is the best tool for retention.
Employee engagement is the intense emotional commitment and the involvement of an employee for his or
her organization and its goals.
Engagement is a state where an individual is not only intellectually committed, but also has a great emotional
attachment with his/ her job that goes above & beyond the call of duty, for further interest of the company.
Employee engagement is nothing but involment of the employees upto the extent where they think themselves
as a pillers of the organization.
Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so
they can meet and exceed them. They're naturally curious about their company and their place in it.
Employee engagement is the thus the level of commitment and involvement an employee has towards their
organization and its values. An engaged employee is aware of business context, and works with colleagues to
improve performance within the job for the benefit of the organization. The organization must work to
develop and nurture engagement, which requires a two-way relationship between employer and employee.'
Thus Employee engagement is a barometer that determines the association of a person with the
organizationAccording to Development Dimensions International (DDI) defines engagement as " the extent to
which people enjoy & believe in what they do and feel valued for doing it ." .
Key Drivers of Employee Engagement :
Employee feel engaged when they get safe and cooperative enviornment to work, when they feel they get
growth opportunities for their skill enhancement. Following are some of the key drives that keep employee
Engaged.
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A) Type & nature of job:
The job should be challenging & should be motivate them to work well, job should be satisfying where
employee can gives highest contribution and perform well.
Relation between the organizational performance and an employee:
An employee needs to understand that his /her work contribute towards the fulfillment of organizational goals
and objectives . the moment this is realized to the employee, the level of engagement with the work will rise
and employee will always look forward to contribute more effectively.
B) Growth Opportunities:
The organization should also provide ample opportunities to their workforce so that they can make best use of
their talents for the uplifment of the organizational performance.
C) Peer Members :
Peer members contribute a lot for staying in an organization. The good relation with peer members , helping
attitude give the sense of emotional attachment and feel of belogingness towards the organization.
D) Skill Enhancement:
Organization should provide to their employees various growth opportunities for their skill enhancement by
job rotation and all and by introducing various training & development programs , it make value addition of
employees.
E) Brand Name:
If an employee feels one of the important pillar or part of the organization, his confidence level and the feel of
association with the company will be highly positive. The brand name of the organization makes him feel
special and proud
F) Relationship with Boss:
A open communication must with the immediate boss , it avoid grievance & frustration., and the transparency
should maintain in the boss- subordinate relationship.
10 C' of Employee Engagement
The various dimensions which can add to the engagement level of an employee are
Connect: Employees should feel that their work is valued by their boss. And there is sense of connectivity
with their superiors
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Clarity: Employees should very well aware of the goals & purpose of the organization, they should also
understand their roles & responsibilities for the successful completion of their performance towards
organization goals.
Congratulate: Organization should recognize their employees performance periodically to boost their morale
and ultimately male them enthusiastic towards their work.
Control: Involving people in decision making creats a culture wherein they can take the ownership of their
own problems and can find solutions to them.
Collaborate: Work done in teams with equal contribution by all team members creats an environment that
fosters trust and lot of collaboration.
Career: People in the organization should be given an opportunity to advance in their own career path.
Today, employees feel good if they are placed at jobs that break the monotony, techniques like job rotation
and assigning goals to top talents , should be taken care of by top management.
Convey: Top management should time to time convey the expectations about the performance of the
employees and giving them timely feedback.
Credibility: Maintaining the reputation of the company lies in the hands of the workforce employed.
Confidence: Organization should instill a sense of confidence in employees .
Contribute: Employees have feel that their efforts are being used for the fulfillment of the overall goal &
objectives of the organization.
_________________________________________________________________________________________________
Data Analysis and interpretation (50 Respondents)
Parameters Strongly Agree Neutral Disagree Strongly

Agree(5) (4) (3) (2) Disagree(1
)
1 Clean and safe working environment in 50% 30% 10% 6% 4%
organization
2 Work flexibility to manage your 40 % 24% 16% 8% 12%
professional and personal
life
3 Receive meaningful recognition and 44% 28% 16% 6% 6%
appreciation from your Seniors
4 Participation in decision making at 36% 32% 12% 10% 10%
top/Subordinate Levels
5 Opportunities to enhance your skills and 52% 24% 10% 8% 6%
abilities.
6 Co-operative atmosphere in organization to 48% 32% 12% 6% 2%
work
7 Safety measures implemented in 52% 30% 10% 6% 2%
organization
appreciation Received
appreciation Received
9 Supervisor communicates properly with 40% 28% 16% 10% 6%

you and your associates.
10 Communication with the Higher Authorities 44% 28% 8% 12% 8%
8 Motivation and 48% 32% 10% 6% 4%
Scores Obtained on the Basis of this
Particular Strongly Agree Agree Disagree Strongly

Agree(5) (4) (3) (2) Disagree(1)
Sum of 227 144 60 38 30
Respondents
Total Score of 1135 576 180 76 30
Respondents
Total 1997
Score Assigned
Strongly Agree= 5
Agree =4
Agree =3
Disagree =2
Strongly Disagree= 1
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Results of Data Analysis
Highest Score of if all Strongly agree (A) 2500

Score obtained by Research 1997
Percentage 79.88%
Highest Score of if all agree (B) 2000
Percentage 99.85%
Avg of A and B 2250
Percentage 88.7%
Interpretation:
The Results shows that the company is having a positive employee engagement as the score obtained is highly
positive. Most of the respondents are highly satisfied with Clean and safe working environment in
organization. Organization provides flexible timing to employees without disturbing the peak working hours .
Production is not hamper & easy to the employees to manage their personal & professional work . Researcher
observes that employer provides earned, sick, casual & paid holidays to their employees. Organization also
provides the shift allowances to their employees. . Various safety measures are also implemented for the
security of the employees and employees feel safety while doing the work. Top management also provides
various awards & recognition to their employees for their highest performance. It is observe that in the
organization communication is open between the superior and subordinate , it leads to harmonious and
cooperative work culture in the organization which ultimately has positive effect on grievances., grievances
are less just because of open communication system. Employees also get the platform for sharing their views
and ideas and best suggestion from the employees are awarded so that employee feel motivated & become
committed towards the betterment of the organization
Findings
• Engaged employees have the necessary desire and commitment and perform the job to the fullest
satisfaction of the organization
• Engaged employees work smarter and keep finding newer ways to improve their performance
• They help the organization in increasing sales , improve the quality & engage in innovating new
products.
• They find new ways to attract as well as retain the existing customers. Employee retention increase
whenthe employees are engaged. Research reveals that around 54% of engaged employees said that
they are not planning to leave the organization when compared with 13% disengaged employees
• Organizations started to realize that having strong brand, new products and new technology alone,
does not help them to get the winning edge over the competitors
• Employee feel engaged when they get safe and cooperative environment to work, when they feel they
get growth opportunities for their skill enhancement
Suggestions:
• The employer should promote the good mutual relation with in the employees. The good relation with
peer members , helping attitude give the sense of emotional attachment and feel of belongingness
towards the organization.
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• More and more job rotations should be promoted in the organization so that monotony will be
removed and employee feel satisfied regarding their performance
• After a regular periods employer should take the feedback of employee regarding the job satisfaction
so that employee can feel secure ,responsible and accountable toward their responsibilities
• More and more efforts should be taken to improve the communication bridges and the proper
communication network should be designed both from top to down and down to top level.
• Appreciation and rewards should be given for their work so that they should feel themselves as the
part of the organization .This has been observed that lack of appreciation serve as a major factor in
lack of employee involvement
Bibliography
1. "Employee Engagement" By G Prabhi b,Tegala Roja Rani ,HRM Review by ICFAI Press August
2009
2. "Engaged Employee " By Rawal Priyanka ,HRM Review by ICFAI Press July 2009
3. Essentyials of HRM by Indrani Mutsuddi ,New age international publisher 2010 4.Human Resource
management by Durai Praveen ,Publisher Pearson ,2010
4. Human Resource management by Aswathappa ,Publisher Tata Mc graw ,6th Edition
5. Research Methodology by CR Kothari New age International Publishers 2nd Revised Edition
_________________________________________________________________________________________________
Seed Industry in India – Future Prospects
Prof. D K Sakore,
Indira Institute of Management, Pune
Email: dksakore@yahoo.com
_________________________________________________________________________________
Abstract
Seed is a critical input in agriculture. Seeds form the fundamental and crucial input for sustained growth in farm
production, often stimulating the use of new methods, machinery and yield enhancing agro inputs. Seed market in
India is growing at 15 % annually. Seed industry is crucial for growth of agriculture & food security of India.
The industry has progressed significantly in last 50 years. The Indian Seed Industry got a big fillip after the New
Seed Policy in 1988 which ushered in a liberal business climate and attracted investment from private sector seed
companies. It is again poised for a giant leap in the future. The purpose of this paper is to trace the development
of seed sector in India and focus on future prospects for Indian Seed Industry. Considering the rapid pace of
growth, the requirement of quality manpower will be the key issue. The decision makers will have to focus
urgently on the manpower aspect for the growth and scaling up of seed industry.
Key words : Seed, Food Security, Nutritional security, Seed Industry, Biotechnology, Manpower requirement.
Introduction
India has taken a bold step towards self sufficiency in food. The Green Revolution since the 1960s was able to
significantly boost the food grain production in the country. We are the world’s second largest producers of food grains.
Food grains production is estimated to be 232 million tons in 2010-11and is almost reaching a plateau. Wheat & rice are
major crops grown in India followed by coarse cereals, pulses, oilseeds, cotton, sugarcane and vegetables etc.
The Population of India as per 2011 census stands at 121 crores. We are 2nd in the world in population after China and
growing at 1.75 % annually. The Net area sown or arable land in India has almost reached its limits at 142 million
hectares and the irrigated area can reach a maximum of 114 million hectares. Due to Urbanization there is in fact a
gradual reduction in area under agriculture. The Constraints in area expansion & plateau in yields can become a major
threat to our Food Security in the future.
In addition to Food Security, Nutritional security is also becoming an important issue in India. Self sufficiency in the true
sense can be achieved only when each individual in the country is assured of balanced diet. Indians are predominantly
vegetarians and depend on fruits and vegetables for bulk of their nutrients and minerals. India has a total estimated
vegetable production of 129 million tons from 7.9 million hectares area. The average yield is much lower in India in most
of the crops. With limited increase in acreage, the stagnating yield is a major concern for the agricultural policy makers.
The production of fruits has reached 70.5 million tons from an area of 6.1 million hectares.
As per Indian Council of Medical Research, the recommended dietary requirement of vegetables and fruits is 300 gms
and 92 gms per capita per day respectively. The actual consumption stands only at 130 gm and 46 gm presently. The
annual requirement of vegetables is expected to be over 147 million tons by 2025 considering the growing population .
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This leap can be best achieved through proper use of improved varieties and hybrid technology in combination with
superior management skills.
Vegetables are one of the cheapest sources of nutrition and have important role in providing a balanced nutrition in this
over populated country. India is the second largest producer of vegetables and fruits in the world. It is presumed that by
2025 India will have 1.4 billion people, majority of whom will have relatively higher living standards. To meet their
demand, there is need for urgent action to achieve higher productivity from ever diminishing land resources (due to
industrialization and urbanization). The projections of requirements in the future, however, have to factor not only total
population growth, but also an increasing proportion of middle class with greater nutritional and appetizing concerns.
Agriculture is the backbone of Indian economy as it provides employment to 58% of population. Agriculture sector
contributed 14.6 % to our overall GDP in 2009-10 and is reducing continuously and estimated to contribute 14.2 % to
our GDP in 2010-11. The agricultural sector grew 3.28 % whereas overall GDP grew from 8.62 % from 2004-05 to
2010-11. Eleventh five-year plan target is to achieve 4 % growth in agriculture. India is among 15 leading exporters of
agricultural products in the world and has 1.7 % share of World Trade in agriculture. Agriculture sector supplies food,
fodder and raw materials for vast segment of our industry. Growth of Agriculture is necessary for inclusive growth. Rural
sector is seen as a potential source of domestic demand for Industries as well as Services.
Seed is the most critical input for productive agriculture. In the significant advances that India has made in Agriculture,
the role of seed sector has been substantial. Seeds form the fundamental and crucial input for sustained growth in farm
production, often stimulating the use of new methods, machinery and yield enhancing agro inputs. The role of seed sector
is not only to ensure adequacy in seed quality but also ensure varietal diversity.
The paper is based on study and analysis of Secondary data. Information from reports of Government of India, Websites,
Agricultural Marketing Journals, Books & publications from renowned institutions as well as papers of Seed industry
Consultants and sector experts have been used to get a wide perspective that will make the research balanced.
Historical Perspective
The National Seed Corporation was established in 1963. The Government of India enacted the Seeds Act in 1966 to
regulate the growing seed industry. The sixties were most eventful times for Indian Agriculture due to introduction of
high yielding cereals of wheat and rice. The Seeds act stipulated that seeds should confirm to a minimum stipulated level
of physical purity and germination percentage. It also provided a system for quality control through state seed
certification agencies.
Introduction of New Seed Policy in 1988, gave high priority to seed industry, liberalized imports of seeds and
encouraged several multinational companies to enter the seed business. Private companies from India as well as MNCs
initiated research and development activity in India.
_________________________________________________________________________________________________
Current Status
Indian Seed industry is 8th largest in the world. India boasts of one of the biggest and fastest growing seed markets in the
world, with annual sales at around Rs.10,000 Crores. The other major crops for Seed Industry are Cotton, Vegetables,
Sorghum, Bajra, Sunflower and Maize.
Bt.Cotton seeds account for maximum share of about 40 % in the Indian Seed industry. Bt.Cotton was introduced in
India in 2002. It has covered more than 95 % area in India presently. It has increased the farmers income by 67 % in the
last decade. India has become 2nd largest producer of Cotton in the World after China.
Currently there are over 500 private seed companies, together with a several multinational companies, and these tend to
focus on low volume, high value crops. The private sector accounts for 70% of the market in terms of market turnover
whereas the public sector has the greater share in terms of volume sales. The public sector comprises of National Seeds
Corporation (NSC), State Farms Corporation of India ( SFCI) and 13 State Seeds Corporations.
Presently the private seed industry comprises of the following categories : (a) Local companies dealing predominantly
with open pollinated varieties (b) Indian companies marketing hybrids sourced from abroad (c) Indian companies
developing, producing and marketing hybrids (d) Foreign companies (JVs of subsidiaries) having R&D, production and
marketing outfits and (e) Foreign companies marketing their products developed abroad.
Earlier the farmers were skeptical of costly hybrid seeds. But the indigenously developed hybrids by private companies
gave excellent returns with the following advantages :
 High productivity
 Better Adaptability
 Better response to costly inputs
 Suitable for distant transportation
 Early maturing
 Disease & Pest resistant and
 Uniformity, superior quality and increased marketable produce
With intensive cultivation using hybrids especially in vegetable seeds, the average yield in India has been steadily
increasing and the yield difference with developed countries is getting narrower. The farmers are finding it rewarding to
go for private hybrid and a good source of income round the year.
The scenario is fast changing in the major seed markets like Western Maharashtra, Karnataka, Gujarat, South Rajasthan,
Andhra Pradesh, Tamil Nadu, where farmers prefer branded seeds. But farmers in the some parts of Northern and the
Eastern regions are yet to shift. And at the forefront to take the advantage of the vast potential of this untapped seed
segment are the multinational corporations (MNCs). Little wonder, therefore the MNCs are busy drawing the battle lines
to take advantage of the potential of the Indian Seeds industry. In the forefront are MNCs like Monsanto, Pioneer,
_________________________________________________________________________________________________
Proagro, and Syngenta etc. There are several Indian Seed Companies like Mahyco, Nuziveedu, Rasi, Advanta, Namdhari,
Ankur, Krishidhan etc also operating in this market.
It has been observed that due to the huge business potential, new MNCs from US, Europe, Japan and other developed
markets are flocking to India. The growth of these companies has been very fast and farmers have a preference for their
hybrid seeds. The private seed companies spend 5-10 % of their sales turnover on R & D activities. Indian companies in
the public as well as private sector are facing increasing competition from foreign players.
Future Prospects
Considering that less than a quarter of all farms are sown with new seeds every year, possibility of multi-cropping and
conversion from OP seeds, the growth potential in hybrid vegetables seed industry is very high. It is reckoned that the
Indian Seed market is growing at about 15 % per year and will continue to grow at a rapid pace. With more farmers
becoming brand and variety conscious and more veggies on our plates, the potential for growth is mind-boggling.
Dispensation of technology through genetic package i.e. seed, is the most cost effective strategy to meet the future
requirement. The increase in yields due to pest and disease tolerance have reduced the risks and raised the returns for the
farmers. The technology is also scale neutral – small farmers are also equally benefitted. In spite of increase in seed
prices, a global trend of growers’ shift into the fast track of high yielding varieties and hybrid technology is clearly
visible in India too, which has resulted in continuous increase in production levels since the 1960s.
The advances in Biotechnology and transgenic in other crops like rice, soyabean, maize, sugarcane and vegetable will
decide the direction and pace of growth of Indian Seed industry in the future. This technology can be used to develop
crop varieties tolerant to biotic and abiotic stress and nutritional enhancement apart from providing resistance to pest and
diseases.
Varied agro-climatic conditions in India make it possible to grow a wide variety of food grains and vegetable crops all
the year round in one part of the country or another. By virtue of the size of our arable land, irrigated area, rich bio-
diversity, diverse agro climate and well developed research system, the country has all the potential to emerge as a
Global power in Agriculture as well as an Exporter of Seeds. The Indian Seed industry is growing rapidly and holds lot
of promise for domestic business as well as exports. Its growth will be critical for increasing the farm income levels and
also for employment generation in rural areas. It will also be crucial from the viewpoint of meeting the nutritional needs
of the fast growing population.
Manpower requirement: The key issue

Apart from the future growth prospects, another key issue that is presently neglected is the requirement of quality
manpower, which will decide the pace of growth. There is an urgent need of qualified and experienced manpower to
manage all aspects relating to the seed industry.
_________________________________________________________________________________________________
Unfortunately this crucial issue is often neglected. The large number of players both in public as well as private sector
will need trained manpower. Especially the private sector companies numbering almost 500 (which include about 200
major players, both MNCs and Indian companies). Manpower is essential at all stages right from seed production,
research and development (using genetics and biotechnology), seed processing, quality control, farmer training programs,
seed marketing and as well as extension activities.
In addition to this, the Government Agricultural departments at both National and State level will need a huge team of
technical people to monitor, regulate and control the activities of seed industry in all parts of India. The staff will be
required for both field crops (including cereals, pulses, fibres and oilseeds) as well as horticultural crops (fruits and
vegetable seeds).
Recently, companies in Consumer Marketing (including FMCG, Consumer durables, automobiles etc) as well as
Services ( mainly banking, telecom and insurance) have changed their focus. They are now eyeing the rural economy to
sustain their growth. In addition to this other booming industries like food processing also have a requirement of
qualified agricultural graduates. The traditional agri input companies in agrochemicals, farm equipment, fertilizers and
irrigation equipments also continue to grow at a decent pace.
Considering this scenario, it will be prudent to take stock of the current capacity of our Agricultural Universities and
Colleges (government and private ones) as well as Management Institutions (like IIMs, IRMA, VAMNICOM,
MANAGE, NIAM as well as other state level colleges) and take urgent steps to ensure that the pace of growth of Indian
Seed Industry is not hampered by shortage of trained and qualified manpower.
Recommendations
Following steps need to be taken to ensure continued growth of Indian Seed Industry -
1. Adoption of biotechnology & development of transgenic varieties in other crops
2. Single window system for evaluating a new variety of seed
3. Increase in investments and public-private partnerships in R & D
4. Need for Proper Scientific Regulatory mechanism to control fake and uncertified seed.
5. Strengthening of Intellectual Property Rights mechanism to enable seed companies to get global recognition.
6. Capacity building in Agricultural Universities and Colleges as well as Management Institutions offering relevant
courses to increase the availability of suitably trained manpower
Conclusion
Agriculture has to kept at the centre of any reform agenda or planning process, in order to make a dent on poverty and
malnutrition and to ensure long term food security for the people.
India being a major producer and consumer of many agricultural commodities, there is need to benchmark with best
agricultural producers in the world to remain competitive. Increase in population, shrinking farmland and stagnating
yields will have to be countered to ensure food security.
_________________________________________________________________________________________________
With increased awareness among the farmers about benefits of seed replacement, availability of credit,
commercialization of agriculture, increase in Minimum Support Prices of several crops, the Seed Replacement Ratio is
bound to increase from less than 20 % presently to more than double in the next decade. Consequently the seed business
is bound to grow rapidly. Biotechnology will play an important role in the growth of Indian Seed Industry in the future.
Globalization and economic reforms have opened new opportunities with many challenges. Indian Seed Industry is well
placed to serve both domestic and international markets. Lastly, it is on the decision makers to ensure that this Golden
opportunity is not hampered by shortage of technical manpower in agriculture field and more specifically with specific
reference to the Seed Industry.
References
• Alagh Yoginder K, 1996 – Ninth Plan Perspective : Role of Agricultural Research (Agricultural Situation in
India, Aug.1996)
• Anand.N, Singh Uday, Dutta O.P., 2003 - Vegetable Seed Industry In India – Vibrant and Looking ahead
(World Seed Congress, Bangalore 2003.)
• Dwivedi Anil,2006 – Indian Seed Industry – Seed Policy & WTO / Trips (Agriculture Today, May 2006)
• Gadwal.V.R., 2003 – The Indian Seed Industry : Its history, current status and future (Current Science,
Feb.2003)
• Naik Gopal, 2002- Competing in the New Trade Regime : The role of Biotechnolgy in India Agriculture
(Agricultural Situation in India, May 2002)
• Rawat Vishal, 2010 – Seed Industry : Poised for a leap (Agricultural Spectrum, July 2010)
• Talathi Jayesh, 2003 – Demand for Fruits and Vegetables in the early 21st Century (Agricultural Situation in
India, Oct.2003)
• Verma Ajay and Rai.M., 2005 – Export of Vegetables : An Analysis (Agricultural Marketing, July-Sept 2005)
Seminar & Conference Proceeding

• Indian Seed Industry – Partnering Agricultural Growth, 2008, National Seed Association of India, Aug.2008.
• Maharashtra Agri Sector – Reaching top most position in the country, 2009, (Agriculture
Today - Industry Survey, July2009)
Books
• Manorama Year book 2012 (Malayalam Manorama press, kottayam, kerala)
• Economic Survey 2010-11, Government of India (2011), Min of Finance, Oxford University Peress, New Delhi
Website : http://www.nhb.gov.in
_________________________________________________________________________________________________
Winning Marketing Strategy- Key Account Management
Mr. Ravindra Utgikar
ravi.utgikar@gmail.com
_________________________________________________________________________________
Introduction:
Formulating and implementing marketing strategies that are consistent with business market dynamics is so very critical
to survival, success and growth of any organization. In an era of globalization with intense competition and fast
diminishing product and service differentiation, organizations find it extremely challenging to not just acquire new
customers and importantly retain and grow existing customer. Marketers are working overnight to devise marketing
strategies that would help them meet this challenge. This papers deals with various aspects about Key Account
Management as a winning Marketing strategy with wind industry as a context.
Importance and Significance of Study:

It is well established fact that it six times or even more, to acquire new customer than securing business from existing
customer. However unlike in the past business from existing customers simply can’t be taken for granted. Customers
continually demand more value for the price they are willing to pay. Customers are becoming increasingly
knowledgeable and savvy about products & services offered in the market, thanks to prowess of Internet! Also due to
integrated nature of global economy, formidable challenge comes from cheaper product substitutes available from
markets like China.
In the context of wind power, industry is experiencing excess supply as compared to global demand for wind energy.
This is attributable to various reasons including emergence of several wind turbine manufacturers from Asia coupled
with somewhat depressed energy outlook, especially on the financing & PPA front due to economic crisis. Given this
scenario manufacturers are forced to think long and hard on reinforcing and leveraging their existing client relationships
and this has triggered Key Account Management.
Rationale:
To protect its customer base from competition offering cheaper products & services, marketers came up with an
innovative approach and build their winning marketing strategy by deploying Key Account Management (KAM)
business model to protect its strategically important customers.
KAM is simply put efficient & effective management of most important customer relationships! Managing the customer
relationships is very critical to any organization as it drives revenues, profits and customer satisfaction. Key accounts are
those customers who produce or have potential to generate profit and/or those customers who are of strategic importance
to survival and growth of business. KAM seek opportunities to strengthen relationships and improve value creation to
both customers as well as suppliers. KAM helps building lasting, mutually rewarding relationships between suppliers
and its strategic customers. KAM strategy lays emphasis on analyzing which accounts are critical to a company,
determining the needs of these particular customers, and implementing procedures to ensure that they receive premium
customer service and to increase customer satisfaction. As demonstrated in fig.1 below cross functional diamond teams
operating globally between buyer and seller ensure success of KAM.
_________________________________________________________________________________________________
Benefits:
KAM unlike a conventional transactional sales process goes well beyond and looks at a bigger picture as to how in long
run mutually rewarding win-win association can be forged. KAM opens up alternate growth avenues to suppliers by
piggy-backing customers in to new markets and geographies. By securing higher share of customers wallet by deeply
engaging with customers to understand their requirement on continual basis and tailoring a solution KAM helps
organizations to penetrate further and grow in the same market. KAM helps realize more profits by deploying economies
of scale which is a result of added growth in same and new markets by leveraging business from Key accounts. Further
overheads such as transaction cost, resources and time can be optimized with Key accounts due to standardization of
documents & business practices. KAM approach binds both organizations with a unique ‘glue’ that’s hard to replicate for
competitors and as such being a multi contact interface, defection of one individual does not jeopardize customer account
Objective:
This paper endeavors to demonstrate with the help of industry case study of Vestas – a firm with global market
leadership, that Key Account Management is a winning marketing strategy that helps firm to stay ahead of the learning
curve in a dynamics market environment.
Emergence of several new players in the sunrise sector of renewable energy, specifically wind energy and for that matter
other industries may take cognizance of critical aspects of Key Account Management aspects discussed in the paper and
potentially align their business and delivery models.
Hypothesis:
Inducting Key Account Management as a winning business strategy is premature in wind industry which is only around
two decades old.
Key Account Management replaces existing conventional sales and marketing organization.
Key Account Management is more suited to large scale organizations having business interests in diverse geographic and
customer segments.
This paper is based on extensive research using both secondary data as well as primary data. Secondary data has been
tapped from various publications specific to wind industry and also scholarly research papers published on Key account
Management. As for primary data, interactions with wind industry experts as well as Key Account managers working in
various industries provided vital data points. These are based on the real life practical experiences of professionals.
Findings in this paper are a result of combination of above.
_________________________________________________________________________________________________
Analysis:
Based on the primary and secondary data analysis with regard to KAM in the context of wind industry inform reveal very
interesting data points as guidance for inducting KAM strategy as below:
Key Success factors:
It is important to note that KAM approach is complex and requires substantial investment of senior management time &
resources in setting up robust processes, reconfiguring organization as it needs to be customized. Also its important to
recognize that results are long lasting once established they come over a period of time. It is important to develop
thorough understanding of Key Success Factors in KAM which are explained below with notable examples
Selection of Key Account.
Key Account selection requires a comprehensive and coherent process. In addition to providing a framework for an
overall Key Account program, the criteria should be flexible enough to accommodate companies with differing industry
cycles and economic realities. Some criteria that have proven effective include customers’s size, historical and projected
growth rates, market potential, geographic locations, global purchasing, reputation, industry standing and willingness to
partner. Underlying these criteria is, first, the need for the customer to be large enough to support the cost of a Key
Account relationship, and, second, the willingness in interact in a way where additional value can be created, beyond just
reduced pricing.
2. Qualified Key Account Managers.

KAM requires highly qualified Key Account managers who have the ability to understand critical issues and to act
quickly in a multitude of cultures, economic environments and business situations. The selection, development and
continual improvement of Key Account managers are core elements in building and maintaining trusted relationships
across diverging cultures, geography and economies. A Key Account manager must be able to fully integrate and
constantly improve business and negotiating skills with working knowledge of cultural complexities, international
economics and political awareness. Key Account managers required the political and relationship management skills to
influence and manage stakeholders from their own organization as well as the Key Account’s organization without
having direct authority.
Global Support with Information Technology:

An information technology system that supports and promotes information transparency and sharing within a Key
Account team and with the Key Account partner is critical. Information sharing shortens the decision making process
and facilities knowledge transfer by speeding up the account learning process. The internal IT communications systems
should be both consistent and accessible throughout the entire global organization. This enables globally dispersed
account teams to communicate and share documents and relevant information in real-time and with a consistent format.
A company’s external IT systems should be strategically connected with its global accounts in such a way as to
maximize knowledge transfer, information sharing and transparency.
Measurements Metric
A comprehensive use of established and agreed upon measurements is required to determine the success of KAM
program within a defined period. A KAM program is expensive, so it must yield results that provide a sufficient return
on the cost. Each KAM program should have the ability to accurately and objectively measure each Key Account’s
sales, revenue, growth potential, partnership participation, level of trust and information sharing. These measurements
should be visited on a regularly scheduled basis and used to review progress of the Key Account manager, the KAM
program and individual Key Accounts.
5. Engage customer in the Account Planning Process.

Engaging the customer when drawing up and managing an account plan for an existing or new Key Account will align
expectations and build trust. When updating existing plans or developing a new Key Account, core team members who
will be handling and interacting with the account should come together to develop a coordinated plan. Each Key
Account plan should detail the objectives, goals, strategies and measurements to be used. During the planning process
and periodic assessments, the customer’s participation should be encouraged ensure that the strategy of the account team
and the Key Account are aligned to create maximum value.
6. Organize Key Account Teams Around the Specifics of the Customer.

_________________________________________________________________________________________________
The Key Account core team members should have experience and skills directly relevant to the needs of the Key
Account. Team members should have broad experience in multiple functions, including operations, management, sales,
marketing and relationship management, with specific knowledge of the Key Account company and the industry in
which they operate. Team members should be well versed in how the account operates as a company, understand the
account’s culture, know what to expect and know how to synthesize this information to ensure value creation.
7. Initiate and Manage at the Highest Level.

KAM needs to be initiated and managed at the highest level possible. KAM programs are expensive and time consuming
to implement and senior management involvement helps ensure that necessary resources will be there during the political
and cultural turmoil inherent in implementation. Senior management involvement in the long-term management process
demonstrates to the company’s Key Accounts that the program is taken seriously and thus facilitates the building of trust.
8. Create Value Through Cross-Cultural Collaboration:

Multi-level cross-cultural collaboration is required in a KAM program to unlock and create value for companies both
internally and externally. Global companies typically create influential corporate cultures. Within one corporate culture,
there any exist many variations of sub-cultures. KAM can create the most value through the thinning of internal cultural
silos and the melding of internal cross-cultural strengths.
Key Account Management in Wind Industry

Although concept of KAM is relatively new for the wind industry which itself is few decades old industry, market leader
Vestas has successfully deployed KAM its its global organization and has reported it in their annual results. Other top of
the league wind companies such as Siemens wind, GE wind and also Alstom are also not left far behind. All three being
major global engineering conglomerates, they are leveraging their customer relationships in other businesses worldwide
to break open wind market using KAM as a business strategy.
Case Study: Vestas
In anticipation of fierce competition particularly emerging from low cost producers from Asia and also challenging
economic scenario, Vestas management took on to ‘ring fence’ its existing major customers by deploying KAM as a
business strategy.
The global Key Account Management organization was fully implemented in 2011, when Vestas appointed Key Account
Managers for all of its key customers. In 2012, Vestas has decided to draw upon positive experience while targeting a
broader selection of its customers. Vestas reviews and adjusts the number of key accounts in an ongoing process.
KAM for Vestas is one of the customer-directed initiatives that helps build collaborations with large utilities with
international operations as well as project developers and national power companies. KAM systematizes customer
relations; it increases customer loyalty and improves Vestas’ competitive strength in an increasingly challenging market
by offering them direct and swift access to Vestas’ organization.
It is evident from following examples how KAM has helped Vestas secure some of its largest deals.
In 2011, the positive Key Account Management experiences helped Vestas to win its largest-ever framework agreement
for up to 2,000 MW with EDF Energies Nouvelles, which is part of the French EDF.
In October 2011, Vestas received its first order for the offshore version of the new V112-3.0 MW turbine from another
key account: E.ON Climate & Renewables GmbH ordered 89 turbines with a combined output of 267 MW.
Consequently, Vestas has received more than 550 MW of orders from E.ON in 2011.
Vestas also signed an agreement with yet another key account. The Danish power company, DONG Energy, will become
one of the first customers to test a prototype of the future V164-7.0 MW offshore turbine.
The agreement is an example of how Vestas consolidates the partnership with its customers through Key Account
Management and provides its customers with an opportunity early in the partnership to take part in the development and
testing of new products.
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Hypothesis Testing:
On the basis of Vestas case study Hypothesis #1 that KAM is premature to induct in to two decade wind industry proves
to be not true and as such not just wind industry but also modern day IT and software industries are also successfully
harnessing KAM.
Hypothesis # 2 that KAM replaces conventional sales organization is also not true as we can see from Vestas case study.
KAM is expected to facilitate existing sales organization and not replace it, as not every customer is strategic or large
enough to be considered as a Key account.
Hypothesis # 3 that KAM is more suited to large scale organization having operations in diverse geography and customer
segments is true as can be observed from the key success factors and Vestas case study. Heavy organization and resource
commitment for inducting KAM strategy for Small and Medium scale Enterprise may not be justified, given limitations
on its geographic presence and customer base.
Expected Contributions:
Achieving customer satisfaction with an endeavor to achieve Customer Loyalty is an ongoing exercise given the dynamic
nature of market and economy. There are no shortcuts and sure fire bullets that can guarantee customer satisfaction and
loyalty. However organizations must innovate to differentiate from competition to give them fair chance of protecting its
critical customer base. KAM is certainly one way large organizations around the world have successfully deployed, to
ward off competitors and hold on to its key customers. As a result not withstanding short term challenges in long term
KAM has helped both organizations grow together in terms of geographies, market share, revenue, profitability etc by
leveraging on mutual strengths as a result of carefully chosen long term growth path. Organizations need to think long
and hard prior to settling for KAM and then persist with it for results. Vestas has taken a pioneering approach to
implement KAM in wind industry and it has paid handsome dividends in the form of large contracts. Following success
of Vestas several players in the Wind industry have identified KAM as a business initiative to protect and leverage its
client base. KAM per say does not substitute conventional sales & marketing process which continue for non-strategic
customers. Senior management patronage and attention is warranted so as to avoid any conflict within KAM and
Conventional organization. For Small and medium scale enterprises with local business interests and niche customer
focus, investments in inducting KAM strategy in terms of systems, processes, people and other resources may not be
justified in terms of incremental business and profitability.
References & Bibliography:
1. Noel Capon , Key Account Management and Planning, The Free Press NY 2001.
2. Peter Cheverton , Global Account Management First South Asian Edition 2007 Kogan Page India 2006.
3. Kevin Wilson & Nick Speare with Samuel J Reese , Successful Global Account Management, Miller Heiman Inc
Nevada US 2002.
4. Tony F. Millman , “Global Key Account Management and Systems Selling,” International Business review Vol.5,
no.6, pp 631-645, 1996.
5. Centre for Global Account Management website.[Online].Available:
http://www.fim.unisg.ch/en/Center+for+Global+Account+Management.aspx
6. The SAMA Strategic Account Management Association website. [Online]. Available:
http://www.strategicaccounts.org/
7. http://www.vestas.com/en/annual-report-2011/management-report/wind.-it-means-the-world-to-us/customers/key-
account-management.aspx
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“Leadership Concept”-As Explained In ‘Dasbodh
By Saint Samarth Ramdas Swami
Mr Shriniwas Rairikar,
Senior Director,MCCIA,Pune
Mcom, MPM, LLB, ISO 9001 Lead Auditor’
_____________________________________________________________________________________________
Saint Samarth Ramdas Swami :
Let us explain very briefly about the life and work of Samarth Ramdas. He was a great Yogi/Saint but also a great
organizer and Leader of his own time with lakhs of followers and leaders and hence was given title by the people as
“Samarth’/Leader of Leaders/Great Leader. He was contemporary of Shivaji Maharaj and Saint Tukaram Maharaj. He
was born in 1608 in Jamb in Jalana. At the age of 12 he left his birth place and came to Nasik. He continued his
‘Saadhana’ there from 1620 (When he was 12 years old) to1632. He traveled throughout India from 1632 to 1644 and
established 1100 spiritual/Educational centers (Math) for social/spiritual and personal upliftment of lakhs of people from
all classes, casts and communities particularly in Maharashtra and generally all over India. He was also one of the
spiritual Guru of Chatrapati Shivaji Maharaj.
He wrote a small but very effective poetry book called ‘Manaache Shlok’ in 1678, ‘Atmaram’ pure spiritual book and the
“Dasbodh’, combination of spiritual and Vyahavar/Management based on ‘Value System’ and other literature of
thousands of couplets, poetry etc mainly in Marathi but also in Farsi and Hindi language to some extent. His literature of
about 50000 couplets/ovis etc is available in different forms.
He left this world by taking samaadhi in 1682 at Sajjangad,near Satara.This Gad which was earlier known as the Fort of
Parali’ was gifted to him by Shivajimaharaj.
Dasbodh: The great book combining Spiritual & Management Thoughts
He wrote a famous spiritual book called ‘Dasbodh’ in three stages from 1632 to 1680. First ‘Dasbodh’ was written at the
age of 24 where 21 chapters are there and explains only about the ‘Spiritual Sadhana’ and related topics. Then he
expanded it to 70 chapters and finally in 1680 almost at the far end of his life he completed editing of this Book/‘Granth’
of 200 Samas/Chapters and with 7751 Ovis/Couplets which he addressed to his desciples and people around from time to
time .The book is the great composition of spiritual and behavioral visionary thoughts and wisdom. The scripture is full
of enlightening and powerful and motivating messages regarding Leadership & Self Development/personal effectiveness,
positive and smart work-culture, continuous improvement and learning, team-work and team-building, harmonious
relationship through ideal interpersonal skills, positive attitudes/ habits, stress management and value-based
management principles and several other important topics required in day to day life.
_________________________________________________________________________________________________
Samarth Ramdas wrote this book through his own observations and experiences of the society as a whole and through his
own great organizational work creating a structure of 1100 ‘Maths’/centers of his work all over India. That is the reason
we find all the principles of organizational development, leadership etc which are coming out not only through his great
vision and knowledge but also from his personal experiences as the great leader of his own time who was given title as
“Samarth”/Great Leader’ from the lakhs of his followers and leaders created by him all over India.
Along with other behavioral thoughts this book guides us in to the Management concepts which are guidelines for today
as well.. Though it was written 350 years back, Samarth with his experience has given hints for Leaders, which are even
useful today in modern Leadership practices. Samarth Ramdas’s 48 years deep thinking, experience and observations are
clearly visible in Dasbodh. He installed 1100 spiritual centers all over India and at every Center he appointed a Leader
(Mathaadhipati or Mahant). Samarth was Leader of all these Leaders. Installing such a big number of spiritual centers
for people at large was really an extra ordinary work considering then the Foriegn Rule/Partantra, almost all over India.
He had ofcourse the leadership abilities required for the same and also knew how the other leaders should be.He told his
leaders that they can be called leaders only if they train and groom further leadership to expand the work of the
organization to sustain the same perpetually. Samarth was extra ordinarily clever and visionary and therefore he could
select leaders on these 1100 centers from thousands of his follower leaders and trained them to become good leaders
through his teachings, inspiration ,continuous guidance and the discipline.
Samarth Ramdas had motivated and inspired lakhs of followers towards their own personal and spiritual development.
Interestingly his gigantic organization was in full existence after him also for number of years and today also you will
find atleast more than fifty ‘Muths’/centers of that time are in existence which are more than 350 years’ old. Therefore
there are many principles of organizational building and Leadership Development in ‘Dasbodh’ and we will now see few
of them through the ‘Leadership Model’ of Dasbodh through my study of fifteen years , which will give us several tips
for us and our organization to grow and sustain which are very useful in modern times also as they are based on the
“principles’. Ofcourse the article is very very brief and I have atleast more than a thousand couplets /Ovis of Samarth
Ramdas which are related to this and related subject which is a subject of fulfledged book which I am writing presently.
I am also conducting regularly lectures and full day workshops for industry executives, workers, staff members in all
types of service and manufacturing set-up and also in colleges,schools and for all types of people on the basis of the main
theory of ‘Dasbodh’ which is ‘Parivartannatun Vikasakade/Progress Through ‘CHANGE MANAGEMENT ‘ of
individuals and the organizations. I have completed more than about 700 programmes on the theme in all types of
organizations for thousands of people. Now let us see briefly only the theme of ‘Leadership Through Dasbodh’ in this
brief article.
Leadership Model of Dasbodh:

The Leadership Model of Dasbodh as per my study/research is as follows
_________________________________________________________________________________________________
GOA
GOAL
LEADER
LEADER ORGANIZATION
SET & DEVELOP

DEVELOP &
ORGANISATION
MOTIVATE
FOLLOWER
FOLLOWERS
SELF
DEVELOPMENT
In the stanzas of Dasbodh, Samarth Ramdas has said that a leader has to always keep final goal in his mind and he must
work hard towards achieving it. He should always think of developing himself and the organization for longer lasting.
This will be possible only if he can inspire and motivate his followers. This concept is same as what we think of modern
management concept.
As per teachings of Dasbodh for developing one self as a leader one should follow the steps mentioned as follows in two
parts ,one is ‘Personal Leadership/Effectiveness and another is “Social/People Leadership”
A) Personal Leadership? effectiveness or Self-Development: To be a good leader one has to change and develop him
self firdt on ‘Continuous and Continual ‘ basis briefly as follows
1) He has to continuously go through the introspection. This means he has to examine himself for his own ‘Good and
Bad traits, habits thoughts and feelings and be aware very sharply regarding his own “Right & Wrong ‘ aspects.
2) He has to find out his streghths but more so his own faults/foolishness in him self in all aspects of life ,keeping aside
“Ego”. It is generally found that when a person reaches to a certain level he starts thinking that he never makes
mistakes. However he can become a good leader if he can change him self after introspection.
3) He should be honest to continuously remove the faults/weaknesses in him. He can definitely do it with lot of hard
and sincere but methodical work on himself and should never stop till he achieves the goal.
_________________________________________________________________________________________________
4) He should develop the habit of learning the new things and latest techniques. (This is extremely essential for today’s
fast changing world).Unless continuous learning habit is there it is not possible says Samarth Ramdas. Without
wasting a single moment/second he should continuously learn and improve himself in his personal and social/work
life and then only he can become successful..There are several couplets on this.
5) Removing faults/foolishness is only first step but the second important step is to improve qualities and capacities in
oneself all the time is extremely important. This will only lead somebody to success and leadership. This is true for
an individual and organizations also.
6) He should be a role model for his subordinates. He should convince his subordinates by working himself on the
several value-based principles explained in Dasbodh.
7) First ‘Kartutwa(self development) then ‘Netrutva’(leadership) is the fundamental of ‘Leadership Through Dasbodh’.
Ofcourse it is ongoing and never stops for each other at any level. This means any level of ‘Leader’ requires
‘continuous and continual(sustaining) improvement ‘ in himself and never should have ego and arrogance of any
success as told by Ramdas Swami in several couplets/ovis.
B) Carrying Out Leadership: For carrying out leadership successfully and continuously a leader has to use
following guidelines.
1) Train and develop the followers. Find out the capable persons and train and develop them to carry out work for
achieving goal.
2) Inspire and motivate the followers/ subordinates so that they will be enthusiastic to achieve the goal. The atmosphere
in the organization has to be such that all the work force remains motivated.
3) Leader has to create the next generation. He has to make his successor. (There is a line in one of the stanzas in
Dasbodh ‘ Mahante Mahant Karaave’) This is important for the bright future of the organization.
4) The leader has to build and maintain the organization of the followers.
C) Effective Leadership: Important points for the effective leadership as explained in Dasbodh,
1) Behavior of the leader has to be excellent. He should always think and then talk. He should avoid loose talk.
2) Leader has to have a proper communication channel with all the subordinates so that there will not be any
misunderstanding.
3) Team building and enhancing Team spirit in all the subordinates is very important for the growth of the organization.
4) Leader has to find out the persons with required ability and give them work suitable to them. In this manner he can
delegate the work to able persons and keep himself away from overloading. This will also keep the team motivated.
. . . . . . .
5) Leader has to keep on trying to achieve the best and the right. (‘Do it right first time’) He has to work hard for
achieving the best.
6) Leader has to keep on learning new things. (He has to keep himself updated with latest techniques in this fast
changing world)
_________________________________________________________________________________________________
7) He should try to improve his own intelligence and after proper listening to others he should suggest changes in the
working of organization.
8) Avoid criticizing and public humiliation of the subordinates even though they have made a mistake. He should
always talk meaningful so that others honor him. He should always see that able and important subordinates should
not get disturbed because of his behavior. He should have the art of handling conflicts and find the way out without
disturbing others.
9) Leader has to insist on always selecting the best and avoid substandard by thinking properly.
10) The leader should be able to see the things much ahead of time. That means he should be visionary.
Samarth Ramdas has given many symptoms of ‘Fools’ (‘Ashikshit Moorkh’) and ‘Learned Fools (‘ Sushikshit/Padhat
Moorkh’) which are very interesting ‘ovis’/couplets. These will be very useful for the leader for introspection and to
improve him self.
These thoughts, which Samarth Ramdas has written 350 years back regarding the leadership, are not outdated but they
are same as what modern management Gurus such as Late. Peter Drucker or Mr. Shiv Khera and several others have
written in their books on modern management techniques. In the present age of globalization the same concepts are being
used. Hence Dasbodh can be used as guide to set the work culture in different industries.
You can appreciate that the teachings are very useful for all types of people in modern days also and it proves that our
culture is having rich heritage even on the modern takes like management and leadership also.
Only we have to see and study it without any prejudices.
_________________________________________________________________________________________________
Mindfulness: An Empirical Study of The Old And Young Age Group.
Dr Parveen Prasad
Asssociate Professor,
MU College of Commerce,Pimpri,Pune
prasad.parveen63@gmail.com
_________________________________________________________________________________
Introduction
Mindfulness is concerned with self-awareness, signifying the individuals’ capacity to attend to his/her current experience
of emotional and cognitive process without much bias or emphasis (Kabat-Zinn, 1984). According to William James
(2008) the self is composed of the ‘I’ and the ‘Me’. The subject ‘I’ is the conscious ‘knower’ of experience; it functions
as the causal agent and gives a sense of body ownership, whereas the ‘Me’ is the object of experience and is one of the
things it is conscious of; it conveys the explicit sense of the self contributed by the individual’s self-image or self-
concept. Siegel (2007) suggested that receptivity and openness are involved in mindfulness, i.e. receiving anything that
seems to come to mind in the present moment contributing to a state of flexibility in self-regulation.
High degree of mindfulness indicates an increasing self-awareness and having the capability to respond effectively to
mental processes caused by mental disturbance and maladaptive behavior..
Over the years, mindfulness has been well accepted and successfully incorporated into many therapeutic interventions in
both medical and psychological fields. In an organizational context too, where there is a general agreement among OB
practitioners that there is no one best approach when it comes to such complex phenomena; a contingency approach is
embraced which requires saying ‘it depends’ on the present situation (Jerald Greenberg, 2004). Research studies have
made known the many benefits of mindfulness, such as increased awareness of one’s moods and emotions, reduction in
stress and anxiety has a therapeutic effect on depression; in effect the process increases the individuals’ self-control
rather than being controlled by internal and/or external disturbances. Hence, mindfulness as a state of balanced awareness
and tolerance towards the prevalent ambiguity and uncertainty in today’s work-life needs to be learnt and acquired
among individuals of all age group from the young to potential retirees.
The studies on mindfulness by medical scientists show a negative correlation with loneliness and prove how this calm,
purposeful and reflective presence generated with mindfulness can be applied to all aspects of life; Mindfulness
practitioners are present in each moment, tolerant of ambiguity and uncertainty and act with compassion and clarity,
thereby enhancing a feeling of psychological wellbeing. (Niazi, 2011).
The intent of this study is to determine the degree of mindfulness experience by two generations, one aged between 50 to
60 years, this group comprises of individuals who have been in their career for around three decades, and the second aged
between 20 to 30 years, a group that has just started or in the process of getting initiated in their career.
Work Environment of the Groups.
A review of the work environment of the 50 to 60 years and 20 to 30 years provides a stark and sharp difference. These
divergent characteristics in their respective work environment are known to affect strong influences in their state of
psychological wellbeing and character of mindfulness.
For those individuals in their age group between 50 to 60 years, work life was fairly stable and ‘life-long’ employment
has been a steady feature at work. They have grown up in an environment of stability and simplicity, so much so that live
was considered to be slow and predictable. The nature of jobs was simpler and was arranged in distinct hierarchies as
structures, where functional accountability was clear. In contrast, those in the age group of 20 years belong to the
consumer culture with choice, witnessing volatile changes in their work and academic environment.
The study
The main objective of the study was to compare the level of mindfulness among two generations having a gap of 20
years between them, to ascertain whether the difference in terms of awareness of present moments and deep emotions
influences the individuals’ emotional wellbeing, stress and health parameters. For this purpose, Mindfulness Attention
Awareness Scale (MAAS), a 15-item questionnaire, a measure of receptive awareness of and attention to present moment
_________________________________________________________________________________________________
events and experiences. The scale has been used to research pertaining to emotional, cognitive, behavioral, physical
health, and interpersonal processes. The scale has been validated in college, working adult and cancer patient (Brown and
Ryan, 2003)
The study focuses on issues that ascertain mindfulness; the inventory ‘day-to-day’ experience is driven by consideration
of individuals’ sensitivity and minute attention to experiences and the day-to-day experience foretells his level of
mindfulness being practiced. Further, the focus is to explore the differences in the perceptions and sensitivity of the
different bands of age groups spanning 50-59 years and 20-29 years. This difference will indicate the extent of awareness
and the degree of attention given to the present moment by the groups.
Hence, this study postulates that potential retirees will experience higher degree of mindfulness than the younger group.
In the following sections, the methodology of the study, analyses of data, conclusion and discussions have been provided.
Method
Sample
Primary data, by filling the questionnaire MAAS, titled ‘day-to-day’ experience was collected from a sample size of 228.
The study adopted a convenience sampling approach or non-probability incidental sampling method.
Participants
The sample consisted of 228 respondents, comprising of 122 belonging to the age group of 50-59 years; and 106
belonging to the age group of 20-29 years. Evidently, care was taken to sample distinct demographic profile. The 15-item
questionnaire was distributed by creating a link on the website as well as personally distributed hard copy to the
respondents
Measurement
The Mindful Attention Awareness Scale (MAAS) is a 15 item scale designed to assess the core characteristics of
dispositional mindfulness, namely open or receptive awareness of and attention to what is taking place in the present. The
scale consists of a Likert’s 6 point scale; ranging from almost always (1) to almost never (6).The reliability is Cronbach’s
Alpha = .84
Results
Discriminant analysis of the 15 item scale was carried out for the two groups, where the canonical correlation is .49*. We
have considered items having a correlation value of .40 and above as significant discriminant causal factors of group
difference:
• I find myself preoccupied with the future or the past. (.68)
• I find myself doing things without paying attention. (.64)
• I find myself listening to someone with one ear, doing something else at the same time. (.60)
• I find it difficult to stay focused on what’s happening in the present. (.53)
• I do jobs or tasks automatically, without being aware of what I am doing. (.46)
• I drive places on ‘automatic pilot’ and then wonder why I went there. (.43)
The older group (.51) is situated on the positive pole of the dimension and the younger group (-.63) is found on the
negative pole of the dimension, indicating that there is a moderate level of mindfulness experienced by older group
whereas younger group demonstrates a significant degree of ‘non-mindfulness’
The regression analysis (R² = .29*) predicts the three indicators of low mindfulness, a) ‘I find it difficult to stay focused
on what’s happening in the present’ (β = .20), b) ‘I find myself listening to someone with one ear, doing something else
at the same time’ (β = .21), and c) ‘I find myself preoccupied with the future or the past’ (β =.19), reduce with age.
Discussion
The statistical analyses clearly highlight a significant difference in the mindfulness level of both groups. The older group
shows greater mindfulness compared to the younger group. The gap of 20 years between the groups is an indicator of
socio-economic and cultural changes that came about during this period.
If we look back to the time when the older group was as old as the younger group in the mid 70s, life was more
disciplined with strong values both at home and academic that resulted in high compliance to the elders’ rarely
challenged decree. An assumed work life balance was maintained without any need for planning one. Hence the leisure
time and hobbies were naturally pursued.
_________________________________________________________________________________________________
The regression analyses clearly reflect on the prediction of mindfulness in terms of listening, focusing full attention on
the present moment and a strong social interaction to ward off loneliness. These features are commonly absent in the
younger generation.
In contrast to the older group, the socio-economic and cultural changes have been very rapid and due to this rapidity it
has become difficult to focus on the self; this group belongs to the time when there are multiple choices with complicated
aspirations and expensive lifestyle making it difficult to meet one’s ambitious goals. In the work and academic context of
the younger group today is characterized by stiff competition where the parameters of success are not clearly defined. In
‘ Mentoring Millennials’, a book by Egeler (2003), on dynamics of younger workers, it clearly mentions how this
generation of young workforce, sustain jobs on the basis of their ambitions being fulfilled and new learning happening.
Conclusion
Based on the result of data analysis and documented research, we have found that mindfulness and focusing attention on
the present moment, and optimizing present resources and opportunities greatly enhances overall well being in an
individual. An essential component for leveraging the benefits of this state is an acquisition of social skills, which
facilitate fostering a sense of empathy, curiosity, openness, acceptance and love (COAL).As reflected in the study, ,the
younger generation need to work on building more social interactions and relationships rather than only focusing on
online and digital networking to develop a sense of grounding and emotional bonding, so deficit in them. Educational
Institutions and workplaces too should focus on honing of competencies exhibited by candidates rather than
concentrating on future employability and generate an atmosphere of work life balance, as enjoyed by their older
generation. Mindfulness is established to stimulate innovation and creativity, a core component in lending a distinct
identity and competitiveness in organizations. Hence, this state needs to be acquired for the multifold benefits. The
wellness creation too cannot be undermined.
References:
1. Brown, K. W. & Ryan, R. M. (2003).The benefits of being present. The role of Mindfulness in Psychological
wellbeing. Journal of Personality and Social Psychology, 84 (4), 822-848
2. Brown, K. W.; Kasser, T.; Ryan, R. M.; Linley, P. A. & Orzech, K. (2009). When what one has is enough:
Mindfulness, financial desire discrepancy, and subjective well-being. Journal of Research in Personality, 43 ( 5)
pp. 727-736
3. Niazi, A. K. & Niazi, S. K. (2011). Mindfulness based stress reduction: a non pharmacological approach for
chronic illness. North American Journal of Medical Science, 3(1), pp. 20-23.
4. Ruodan S. & D. P. Skarlicki (2009). The Role of Mindfulness in Predicting Individual Performance. Canadian
Journal of Behavioral Science, 41(4), pp. 195-201.
5. Walsh, J.J.; Balint, M. G.; Smolira SJ, D. R.; Fredricksen, L. K. & Madsen, S. (2009). Predicting individual
differences in mindfulness: The role of trait anxiety, attachment anxiety and attentional control. Personality and
Individual Differences, 46 (2), pp. 94-99.
6. Baer R A,Smith G T,Hopkins J & Toney L (2006).Using Self Report Assessment Methods to Explore facets of
Mindfulness.Assessment Journal .13(2).pp27-45
7. Kabat Zinn J,(990).An outpatient program in behavioural medicine for chronic pain patients based on the
practice of mindfulness meditation.:Theoretic Considerations and Preliminary Results.Journal of Psychosomatic
Medicine .7(1);pp 71-72
8. Williams,JMG,Russell I & Russell D (2008).Mindfulness based cognitive therapy: Further issues in current
evidence and future research.Journal of Consulting and Clinical Psychology 76(3);pp 524-529
9. Seigal,Z.V.,Williams J M G & Teasdale J D (2002).Mindfulness based cognitive therapy for depression.A new
approach to preventing collapse.New York:Guildford Press
10. Jerald Greenberg (2004).Managing Behaviour in Organizations .USA: Pearson Prentice Hall
13. Dr Daniel Egeler (2003) Mentoring Millennials: Shaping the Next Generation. Colorado: Nav Press
_________________________________________________________________________________________________
Annexe:
Structure Matrix
Function
Functions at Group
1 Centroids
M13 .684 status Function
M14 .642 1
M11 .598 1 .509
M3 .529 2 -.629
M10 .455
M12 .427
M15 .404
M2 .373
M8 .359
M7 .324
M4 .317
M1 .166
M5 .143
M9 .104
M6 .066
Mindfulness refers to an individual difference variable regarding the degree to which a person is in the present moment
(K. W. Brown & R. M. Ryan, 2003). Despite a growing interest in the benefits of mindfulness in health and clinical
outcomes, little research has explored whether mindfulness relates to individual performance. The authors examined
whether mindfulness was related to performance among a group of MBA students (N = 149). The results show that
mindfulness interacted with gender to predict performance. Specifically, the positive association between mindfulness
and performance was stronger for women than for men. Implications and future directions are discussed.
Brown, K. W. and Ryan, R. M. (2003).The benefits of being present.The role of Mindfulness in Psychological
weelbeing. Journal of Personality and Social Psychology, 84, 822-848S
The Role of Mindfulness in Predicting Individual PerformanceOriginal Research Article
Canadian Journal of Behavioural Science, Volume 41, Issue 4, October 2009, Pages 195-201
Ruodan Shao, Daniel P. Skarlicki
_________________________________________________________________________________________________
Mindfulness is an attribute of consciousness long believed to promote well-being. This research provides a theoretical
and empirical examination of the role of mindfulness in psychological well-being. The development and psychometric
properties of the dispositional Mindful Attention Awareness Scale (MAAS) are described. Correlational, quasi-
experimental, and laboratory studies then show that the MAAS measures a unique quality of consciousness that is related
to a variety of well-being constructs, that differentiates mindfulness practitioners from others, and that is associated with
enhanced self-awareness. An experience-sampling study shows that both dispositional and state mindfulness predict self-
regulated behavior and positive emotional states. Finally, a clinical intervention study with cancer patients demonstrates
that increases in mindfulness over time relate to declines in mood disturbance and stress
The Benefits of Being Present: Mindfulness and Its Role in Psychological Well-BeingOriginal Research Article
Journal of Personality and Social Psychology, Volume 84, Issue 4, April 2003, Pages 822-848
Kirk Warren Brown, Richard M. Ryan
Two correlational studies sought to identify possible predictors of individual differences in naturally occurring
mindfulness. In study one, trait anxiety and attachment anxiety, but not attachment avoidance, were negatively predictive
of mindfulness. In study two, trait anxiety (−) and attentional control (+), but not openness or parental nurturance,
predicted mindfulness. In addition, there was evidence of a partial mediation effect of attentional control on the
association between trait anxiety and mindfulness. Key features of trait anxiety such as attentional and interpretative
processing biases, as well as those of attachment anxiety such as rumination and hypersensitivity, are at odds with
mindfulness characteristics such as attention to what is present coupled with an attitude of openness and acceptance.
Thus, whether generalised or specific, anxiety appears to be antagonistic to mindfulness; control over one’s attentional
resources may form part of the underlying explanation
Predicting individual differences in mindfulness: The role of trait anxiety, attachment anxiety and
attentionalcontrolOriginal Research Article
Personality and Individual Differences, Volume 46, Issue 2, January 2009, Pages 94-99
James J. Walsh, Marc G. Balint, David R. Smolira SJ, Line KamstrupFredericksen, Stine Madsen
Research has associated financial desire discrepancies (the gap between current and desired states) with poorer subjective
well-being (SWB). Because acquiring more wealth appears ineffective in decreasing financial desire discrepancies, we
examined whether a theoretically meaningful psychological factor, termed mindfulness, would close the aspiration gap
by “wanting what one has,” and thereby enhance SWB. Study 1 revealed that mindfulness was associated with a smaller
financial desire discrepancy, which helped explain a positive association between mindfulness and SWB in
undergraduates. Two further studies with working adults showed that these results occurred independently of financial
status and changes therein. A final, quasi-experimental study with mindfulness trainees extended these findings. Reasons
why mindfulness may help to promote the perception of having “enough” are discussed
When what one has is enough: Mindfulness, financial desire discrepancy, and subjective well-beingOriginal
Research Article
Journal of Research in Personality, Volume 43, Issue 5, October 2009, Pages 727-736
Kirk Warren Brown, Tim Kasser, Richard M. Ryan, P. Alex Linley, Kevin Orzech
| Related articles | Related reference work articles
_________________________________________________________________________________________________
Does B School Creates Intrapreneurship Culture?
Prof. Dr. Sayalee Gankar1,

Director MAEER’s MIT Group of Institutions, Pune
sgankar@mitpune.com
Prof. Swati D. Bankar2,

Assistant Professor, MAEER’s MITCOE-CMSR, Pune
bankar_swati @rediffmail.com
Abstract
In today’s knowledge economy educational institutions are being required to operate more
entrepreneurially, commercializing the results of their research and spinning out new, knowledge-
based enterprises. Like most large corporate, particularly those operating in the public sector, they
are not traditionally suited to this role and often face the same sort of barriers to intrapreneurial
activity as their counterparts in the private sector. In this note, the theories of entrepreneurship and
intrapreneurship development are used to identify what needs to be done.
Keywords: Intrapreneurship, education, b schools, entrepreneurship, measurement
Introduction
Indian economy and business are growing at a scorching pace. With the Indian economy set to
double to approximately $2.4 trillion in the next eight years, the expansion of businesses will be
manifold, and so will be the requirement of a trained workforce and managers. India, at this point in
time, is reaping dividends of the benefits of a young nation with 65 per cent of population under the
age of 35. This fact, if exploited, will lead to demographic dividends with an increased output,
productivity and consumption. Not only does it have the potential to become the world’s services
factory, but to be one of the most important destinations for consumers of global products and
services. There have been several early signs of the same. Industries such as retail, media, aviation,
telecom, real estate and automobile are the right examples of this trend. However, the education
sector is also reaping the demographic dividend.
To cater to the need of businesses, new management institutes are being set up, and seats in the
existing programmes are getting multiplied. There are roughly 4,000 business schools in India that
are churning out 300,000 management graduates. In the next ten to 15 years, it is estimated that the
demand for management professionals will grow to 800,000 graduates. While the demand will grow,
the supply is likely to be of varied quality. As a result, companies and the market have started
discriminating the quality of institutions and management graduates.
This study discusses emphasizes on analyzing the role of faculty and institute’s culture. The concept
and phenomenon of intrapreneurship is used to analyze the culture at B schools. This pilot research
programme aims to test intrapreneurship culture in the b school. In this paper we present results of
the pilot survey of 35 faculty responses from 35 different b schools. Based on these preliminary
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results we discuss the findings and implications for further research. The study points out that the
prerequisites and outcomes of intrapreneurship have a positive dependency relation. Measuring
intrapreneurship climate for innovation sheds light on some aspects of the phenomenon studied, but
it also leaves several questions unanswered. Therefore, in order to better understand it and to benefit
from phenomenon, it is suggested to use versatile research approaches and to follow up and analyze
intrapreneurial movements within b school.
Findings of the survey
1. B School vision and strategic purpose:
Inference:
1. 100% b schools have vision and mission statement.
2. 45% respondents have said that the clarity of vision and strategies help them to direct their
actions.
3. 90 % respondents have stated that our organizational vision and Strategies are clear to me.
4. 55% of the respondents have stated that the vision and strategies would work if applied, but
management decisions don’t fit with them.
5. 45% of Institution’s head have created a reasonably clear vision and strategy for our area.
Fig.1 B School vision and strategic purpose
2. Support for academic intrapreneurship

Intrapreneurs are those who behave like entrepreneurs on behalf of the organization. These
employees are persistent visionaries who act confidently to implement ideas and make it successful.
The innovation depends on the support from organization, teams and processes. Support from top
management and team is essential.
Inference
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1. 55% respondents have stated that at b schools effective faculty those who work on innovative
projects or activities are rewarded.
2. 17% respondents have stated that support is given from the faculty is given to the member who
has intrapreneurial spirit.
3. 15 % b schools have faculty and director who have a prior history of intrapreneurial success.
4. 94% respondents have said that failure at b school doesn’t limit their career.
5. 39% of respondents are able to prove and also looked as champions. These employees are
survived and prospered at institutes.
Fig.2 Support for academic intrapreneurship
3. Sponsors for New Ideas at b-schools

Sponsors are people with power or influence who support, coach, protect and find resources for the
new ideas or project. The percentage of such people with the skills, power, commitment and courage
is necessary for the implementation of ideas and projects. The response to the both sets of factors is
as follows:
0-5 % Total respondents 15
31-50 % total respondents 4
76-100 % total respondents Nil
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Fig 3 Sponsors for New Ideas or innovation at b-schools
5. Sponsor with required skills

Fig.:5 Skills for Sponsors
Inference:
It is found that there is a lack of sponsors who support, coach, protect, and find resources for an
intrapreneurial project and its team at b schools.
Pie chart on: Business skills (20%), Power (13%), Commitment (39) and Risk taking (21%)
Inference:
It is found respondents have shown that faculty and institutions heads don’t have the skills, power,
commitment, and courage to be effective sponsors of intrapreneurial initiatives.
6. Empowered cross –functional teams
Organizations for innovations create cross disciplinary project team to implement and identify
new opportunities. These teams are empowered to make decisions. The researcher tried to find
out the following variables
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1. Project teams in b schools do not have freedom to make decisions and cannot act on them without
permission.
2. Project teams do not have considerable choice in selecting new team members.
3. All the respondents have agreed that here are some effective teams, but most so-called teams are
really a few individuals with rather different visions of where the project is going.
4. B Schools are not using cross-functional teams well.
5. All respondents have rated that bosses assign work to individuals, not to teams.
5. Authority to make decision by academic intrapreneurs:
Organizations processes are often found barriers to the doers. Mostly 80% of time is spent on getting
permission to act rather than taking action. It is observed that the decision making process is
multilevel and also degree of freedom is very low for the doers.
1. 0-10 % total respondents 17 true

2. 11-25% total respondents 12 true
3. 26-40 % total respondents 6 true
4. 41-65 % total respondents 0 no response
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8. Attention on the future:
Success of the organization depends on how far ahead it looks. Innovation and strategy depends on
how people are thinking well into future. Respondent’s data reveals that b-schools attention rarely
extends beyond.
1. 10% The next day

2. 39% The next week
3. 41% The next month
4. 10% The next year
5. Nil The next five years
6. Nil The next twenty-five years
11. Boundary Crossing
New ideas generally come from the exposure by working with industry, other institutes, consultancy
or teaching assignments at other places. Therefore for academic intrapreneurs have to cross
boundaries to get help and support. But bureaucratic institutes often say no to people from inside to
outside exposure, just to demonstrate that they are in control.
The percentage of time and resources is spent helping people outside institute other than academic
responsibilities is explained in the following chart
O 0-2 % 12
O 3-7 % 10
O 8-11 % 8
O 16-30 % 4
O 31-50 % 1
O 51-100 % Nil
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12. Strong organizational community
In companies with a strong organizational community, people take care of each other and help each
other out. They think in terms of the good of the whole rather than just the agenda of their area.
Organizational community provides a base of support for innovators and a force to direct freedom
toward worthwhile ends. This survey focused on the response to the following:
1. A strong desire to make contributions to institute.

2. Individual and team concerns, including concerns for their immediate area.
3. Proud to be part of b-school.
4. Sense of community with individual function and towards institute as a whole.
5. Trust with institute or the people in it to support in times of trouble.
6. Helping/support from people even if they are too busy.
7. There are people in the institute who always lend a hand, and we honor them regardless of rank.
8. People here feel a strong sense of membership and mutual support.
13. Focus on customers
Refocusing on how to better serve customers (student) our institute policies, processes meet the
criteria (implicit or explicit) relates to understanding and better meeting customers.
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86-100 % Nil
16. Transparency and truth
Information is useful to an organization only if the people doing the work and making the decisions
have it. In the most innovative organizations, information flows freely, both horizontally and
vertically.The respondents response is on:
1. People here tell the truth, even if it is painful or not what someone wants to hear.
2. The truth is hidden; people say what bosses want to hear.
3. We hit a good balance between truthfulness and tact.
4. Information is closely guarded as a political resource.
5. We share information about student freely.
6. At least once a month, we get detailed activity reports or performance of the teaching.
17. Good treatment of people
Companies that treat employees well gain a competitive advantage: employees are more loyal, and
they have a greater sense of safety, which gives them the courage to innovate.
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1. We have a written commitment to priorities beyond compliance.
2. When making decisions, we take students and industry issues very seriously.
3. We are sometimes lax in meeting the requirements of industry.
Recommendations:
There is a need to do the constant analysis of the facts, frameworks, and theories that make up the
core understanding of a profession or practices. There is a strong need to make the changes in
thinking process of b schools team. Academic intrapreneurship requires specific skills, capabilities,
and techniques. Stong organizational community is required to build supported by processes that
focuses on creating self managed teams, ability to implement a projects, consultancy, and research
for the various stakeholders of the business environment and society. Faculty is to be prepared as
future innovators. Their ability to use design thinking to inspire multidisciplinary teams in various
functional domains is to be emphasized. B schools should be the centre of excellence to foster
collaboration between students, faculty, and industry. These efforts can make b schools to survive
and grow along with successful academic and industry interaction. For this business schools are
needed to make organizational climate very open and participative. To achieve this academic
intrapreneurship recruitment strategy of b schools is to be changed radically.
Reference :-
1. Alkula , Tapani – Pöntinen, Seppo – Ylöstalo,
2. Pekka (1999) Sosiaalitutkimuksen kvantitatiiviset menetelmät. (Quantitative methods in
Social Research) WSOY, Juva, Finland.
3. Antoncic, Bostjan – Hisrich, Robert D. (2003) Clarifying the intrapreneurship concept.
Journal of Small Business and Enterprise Development, Vol. 10, No. 1, 7-24.
4. Antoncic, Bostjan – Hisrich, Robert D. (2001) Intrapreneurship: Construct Refinement and
Cross-cultural Validation. Journal of Business Venturing, 16, 495-527.
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5. Carrier, Camille (1996) Intrapreneurship in Small Businesses: An Exploratory Study.
Entrepreneurship Theory and Practice, Fall 1996, 5-20.
6. Covin, Jeffrey G. – Miles, Morgan P. (1999) Corporate Entrepreneurship and the Pursuit of
Competitive Advantage. Entrepreneurship, Theory and Practice, Spring 1999, 47-63
_________________________________________________________________________________________________
Role of Talent Management Processes in
Building High Performance Organizations
Vishwanath Joshi
Fellow Student at Academy of Human Resource Development, Ahmadabad
________________________________________________________________
Introduction
Globalization, Strategic direction, Competitive advantage, High Performance, Innovation - there are no business school
sessions, corporate seminars, company annual reports or employee training programs which do not mention these terms
today. They have become synonymous with running any organization. With all the uncertainties in the environment and
rising pressures on the managements to deliver results to their stakeholders in particular and society at large, building
high performance organizations that deliver consistent high results continues to be a challenge. Inspite of voluminous
research work available in this area, there seems to be no magic formula in sight.
Nobody argues that this should be done - that we need organizations which can sustain and grow, deliver high quality
goods and services to its customers, keep and retain talented professionals, be a responsible corporate citizen and be
ethical in their conduct. However, the best of the best, across sectors and geographical boundaries continue to be
mystified by the 'how.'
In one of the corporate leadership development program in an IT organization recently, I was asked a very fascinating
question by a senior delivery manager. He said, "Well, if we are doing everything right in terms of our strategy, systems,
markets, products and customer service engagement, why are we still not 'there' yet?" This and many such conversations
(read baffled questions and questioners) I have in my consulting, training and executive education programs with
different corporates set me thinking.
I wondered if there was a simple but not so obvious link that these organizations and its executives were missing to see,
which would catapult them to sustainable leadership positions in the product and market segments they operated in.
This started my journey to conceptualize and present this paper.
As a focus, I began by looking at what possible linkages could be found between the Talent Management areas and
Organizational Performance. In the light of creating High Performance Organizations, I wanted to study and present the
elements of talent management framework which needed to be integrated to bring about a long term, sustainable
performance.
In the process of doing so, I also tapped my rich source of conversations with hundreds of managers from a variety of
sectors (IT, BPO, Manufacturing, Banking & Insurance, Chemicals, Pharma and Education) in India on their challenges
while they manage organizations or part of organizations at strategic as well as operational levels. These conversations,
combined with vast literature in areas of High Performance Organization, Talent Management, Strategy, Innovation and
Organization Development is what forms the substance of this paper.
At the end of the paper, I have also provided my learnings and suggestions on how any organization can use these
perspectives to guide its own journey to creating High Performance Orientation (HPOn) for itself.
Key Words: High Performance Organization, Talent Management, Talent Retention, Innovation
Abstract
High Performance Organization is described in terms of achievements or attributes of the organization, such as
having strong financial results, satisfied customers and employees, high levels of individual initiative, high
productivity and innovation, aligned performance measurement and reward systems, and strong leadership.
(Working Paper No. 2011/10 Creating High Performance Organizations: The Determining Factors Andre de Waall
August 2011)
Having a great strategy is only the beginning. Unless it is supported by strong talent management focus,
organizations cannot create and even sustain high performance in a highly turbulent and competitive
environment.
In today's knowledge economy, an organization's workforce is its most important asset as well as one of its
greatest investments. The management of human capital — the sum of a workforce's skill, knowledge and
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experience — is particularly important in a challenging economic environment, as companies push to improve
top- and bottom-line performance while aggressively managing costs. (TakingMeasure of Talent, a report by HBR
analytics services)
This concept paper describes the impact of four fundamental Talent Management processes in building High
Performance Organizations (HPO). These are as follows:
1. Talent Acquisition
2. Talent Development
3. Talent Reward and Recognition
4. Talent Engagement
Methodology of study
This paper lays emphasis on an integrated approach to talent management by drawing on examples and practices from
various organizations. Based on my interactions with employees in more than 25 Indian organizations across sectors, I
also present a checklist on what can organizations do to strengthen their talent management system in order to build High
Performance Orientation (HPOn). Hence the methodology follows a qualitative approach.
Implications of the study
The study will provide new perspectives on talent management with specific reference to building high performance
organizations. This will be in form of:
1. Providing a new conceptual framework for building HPO for the Human Resource professionals
2. An actionable checklist for easy execution of this framework Literature Review
Literature review was focused on understanding the work done in areas falling within the themes discussed in this paper.
1. High Performance Organizations
2. Talent Management frameworks
3. Linkages between Talent Management processes (Talent Acquisition, Development, Reward and Engagement) with
the outcomes of Talent Retention, Customer Retention and Innovation)
A recent survey of CEOs rates talent management as the No. 1 area where CEOs expect dramatic change during the next
year. Given this increased attention, it's even more critical that talent management and recruiting leaders set aside time to
conduct a SWOT assessment (Strengths, Weaknesses, Opportunities, Threats) to identify where they are and where they
need to be. The "new" talent management leader must be more strategic, more proactive, and more business-like, and that
means getting your entire staff to begin thinking about and planning for the game-changing events, trends, and
opportunities that will occur during the next year. It's time to realize the "but-we-are-overwhelmed-and-too-busy" excuse
for not forecasting and planning is wearing thin.
Characteristics of High Performance Organization External orientation characteristics
• Continuously strive to enhance customer value creation.
• Maintain good and long-term relationships with all stakeholders.
• Monitor the environment consequently and respond adequately.
• Choose to compete and compare with the best in the market place.
• Grow through partnerships and be part of a value creating network.
• Only enter new businesses that complement the company's strengths.
(The characteristics of a High Performance Organization- January 2010 -Dr. Andre A. de Waal MBA Academic
Director Center for Organizational Performance, the Netherlands, Associate Professor Maastricht School of
Management, the Netherlands)
A high performance HR system is one that emphasizes employee performance in every aspect of the system, is internally
consistent, and perhaps most importantly is aligned with the strategy of the organization. When we measure a firm's HR
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system based on an index that captures these features, we estimate that a 35 percent improvement in a firm's HR system
index results in a10-15 percent increase in market value/book value
(Working Paper Series in Human Resource Management Distributed for educational purposes through the Center for
HR Strategy, Rutgers University Making HR a Strategic Asset Brian E. Becker, Mark A. Huselid, Dave Ulrich 2001)
American Management Association (AMA) /Institute for Corporate Productivity team reviewed and digested the results
of the AMA/HRI High-Performance Organizations Survey 2007, developed a short list of characteristics of high-
performance organizations:
1. They "walk the talk," behaving consistently throughout the organization.
2. They understand their customers to a very high degree, knowing what customers need and focusing on meeting those
needs.
3. They manage locally and yet share information; they develop and support great supervisors and provide access to as
much information as employees can use.
4. They create an environment of focus and teamwork; they do this by designing procedures and processes to pull
everyone together and by clearly measuring outcomes.
5. They treat employees well so that employees will treat the organization well; they clarify values and expectations
and they behave with the highest ethical standards.
Organizations that share these characteristics are not guaranteed to be high performers, but theystand a considerably
better chance of performing well than if they fail to adopt these traits.
(HOW TO BUILD AHIGH-PERFORMANCEORGANIZATION, A Global Study of Current Trends and Future
Possibilities 2007-20172007, American Management Association)
Strategic talent management is defined as activities and processes that involve the systematic identification of key
positions which differentially contribute to the organization's sustainable competitive advantage, the development of a
talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated
human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued
commitment to the organization (Collings, D.G. and Mellahi, K. (2009) "Strategic Talent Management: A review and
research agenda", Human Resource Management Review, 19: 4, 304-313)
Stahl et al's (2007) study of global talent management confirmed that the high performing organizations they studied
followed a talent pool strategy- recruiting the best people and then finding positions for them. . (Collings, D.G. and
Mellahi, K. (2009) "Strategic Talent Management: A review and research agenda", Human Resource Management
Review, 19: 4, 304-313)
Discussion
Extensive literature review in areas of HPO, Talent Management, Strategy, Culture and Innovation yielded many
interesting results. First of all, there are a variety of perspectives on
defining HPO.
Andre de Wall (Aug 2011) defined six primary characteristics which make up an HPO -Management Quality, Openness
& Action Orientation, Long term orientation, Continuous Improvement and Workforce Quality. One aspect that I have
tried elaborating from Andre de Wall's study is the element of Workforce quality.
The proposed framework for creating HPO is explained in the figure 1.0 below:
It fundamentally emphasizes that Talent Acquisition, Talent Development, Talent Reward and Talent Engagement need
to be integrated in design to create a robust Talent Management system in any organization.
Their isolation from each other does not enable sustained results for the organization in terms of Talent Retention
(workforce quality perspective), Customer Retention (Customer Perspective) and Innovation (Organizational Growth
Perspective). However, it is important to note that this talent management system too cannot operate in isolation itself. It
will need to be aligned to the external environment (Socio, Economic, and Environmental Perspective) and internal
environment (Business goals & strategy and Organizational Culture Perspective).
Building this framework and executing it effectively will require the organizations to understand, confront and overcome
various challenges.
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In my interactions with managers from various organizations across sectors in India, I understood some such major
challenges faced by them. These challenges are related to the Process Design, Competency gaps to execute these systems
effectively, Resource constraints, Alignment issues, Lack of collaboration and poor feedback and review mechanisms.
Figure1.0: Framework of Talent Management for High Performance Organization

I. Talent Acquisition is a systematic process of predicting talent requirements, under changing conditions, identifying the
sources of talent, employing suitable measures of selection and on-boarding the talent effectively.
It specifically involves the following processes:
a. Talent Prediction and Planning (Human Resource Planning)
b. Recruitment
c. Selection
d. Induction
This can be explained as a model below:
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Figurel.1: Talent Acquisition: Elements and Challenges
I. a. Talent Prediction and Planning (TPP): Where does it go wrong?
In more than 60% of the organizations, the TPP process seems haphazard and delinked from long term business goals
and objectives. The process is highly short term, numbers driven and excludes real participation from the line managers.
Another major factor was that the link between TPP and other HR processes is grossly lacking. Often, TPP is
disconnected from Career Planning, Training, Succession Planning and Performance Management. This creates a gap
which leads to increased stress amongst the existing workforce, high cost of last moment recruiting and poor selection
decisions.
In many cases, the author realized that organizations had no clear system of identifying and documenting Critical Success
Factors (CSF) for different roles in the organization. This was then left to whims and fancies of hiring managers and
recruiters. This also, eventually resulted into poor recruitment decisions.
Lack of information and data at different levels also resulted into poor TPP in organizations. The disconnect between
Sales forecast, production planning / delivery planning, project management and recruitment teams also had a huge
impact on the quality of TPP.
I. b. Recruitment: Where does it go wrong?
In most organizations, there is no clearly articulated and shared Employee Value Proposition (EVP). This results into
randomly made promises, which eventually result into attrition out of frustration amongst the talented employees. In
cases analyzed for the purpose of this paper, lack of shared EVP across different units and businesses also resulted into
hazy messages to existing employees (internal marketing and employee communication) about what does this
organization stand for in the eyes of its employees.
This was particularly not very positive for the brand image of the organization, internally and externally. Inspite of all the
branding efforts by the organizations using a variety of media, most organizations examined continued to suffer a poor
image, especially amongst the middle to senior level talent. In some cases, the EVP also did not match the expectations
of these groups of talent.
Building a talent pool requires leveraging internal and external sources of recruitment. Though most organizations do this
well in terms of freshers hiring at the bottom of the pyramid, it was observed that internal movement upwards was not
very effective. Lack of strong career planning, performance management system and lack of transparency in promotions
were the significant reasons for failure of this front.
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I. c. Selection: Where does it go wrong?
Many organizations seem to be paying a lip service towards hiring the best talent. In most cases, managers confessed to
the fact that often they are pressed for time and hence, end up hiring the mediocre. They also would like to hire for best
culture fit and a positive attitude. However, the time constraint, pressure for hiring for technical skills required on the
project and lack of knowledge on how to identify attitude while selection are some of the key reasons for this selection
pattern.
Here is an interesting perspective on selection.

Hire for Attitude, Train for Skills
First and foremost, Southwest Airlines looks for a sense of humor. As Kelleher frequently says, "We look for attitudes;
people with a sense of humor who don't take themselves too seriously. We'll train you on whatever it is you have to do,
but the one thing Southwest cannot change is inherent attitudes."(Kevin & Jackie Freiberg et.al, Nuts, Broadway Books,
1998, p 67)
An organization's human beings are the most reliable resource for generating excellent results year after year. Their
judgments, experiences, and capabilities make the difference between success and failure. Yet the same leaders who
exclaim that people are our most important asset usually do not think very hard about choosing the right people for the
right jobs. They and their organizations do not have precise ideas about what the job require - not only today but
tomorrow - and what kind of people they need to fill those jobs. As a result, their companies don't hire, promote, and
develop the best candidates for their leadership needs. (Larry Bossidy & Ram Charan with Charles Burck et.al,
Execution, Random House Business Books, 2002, p 109)
II. Talent Development

Talent Development is a process of identifying and developing talent based on business goals and individual aspirations.
It specifically involves designing a robust performance management system (PMS), a planned approach to learning and
development and a collaborative career planning and development system. The model is explained in the figure 1.2
below.
Here are some interesting case-lets on how organizations have transformed themselves into High Performing
organizations by focusing on talent development.
"Under Dr. Yoshio Maruta's (President of Koa, Japan) direction, the scholar's dedication to learning had metamorphosed
into a competitive weapon that, in the 1990s elevated Kao into one of the most admired companies in Japan, regularly
rated by Kikkei Business ahead of well known names like Canon and Toyota in terms of corporate originality,
innovativeness and creativity. The company's success lay not only in it's mastery of technologies or it's efficient
marketing and information systems, but in its ability to integrate and enhance these capabilities through continuous
learning."
Intel corporation, the worlds' largest and most profitable semi conductor company, has a relatively young workforce.
However, most of the technologies used in Intel's Pentium chip did not exist when it's scientists finished their graduate
studies. Without very large investments in continuing education, Intel had its own university with a plethora of courses
that employees can nominate themselves to, it participates in a large variety of external courses offered by universities
and consultants, and offers sabbatical scheme so that people can take a few months to an year off to go back to school,
either as a faculty or as a student.
(Managing the Radical Change, 2002, Sumantra Ghoshal, Gita Piramal, Christopher A. Bartlett, Page 213-215,
Penguin Books)
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Figure1.2: Talent Development: Elements and Challenges
II a. Learning and Development (L&D): Where does it go wrong?
"The illiterate of the future will not be the person who cannot read. It will be the person who does not know how to
learn."- Alvin Toffler
In most organizations, L&D continues to be treated and operated like a cost centre. In many cases, there is very little
deliberate effort on building a learning culture except for on and off ' Training fests', a set of events like Speaker series,
Workshops on various soft skills etc. This is causing a negative impression of training and learning processes in
organizations. Lack of commitment to long term and continuous training, non-alignment with business goals and
objectives, poor measurament of impact of training and lack of active participation from the line have emerged as some
of the critical causes of failure of L&D system in many organizations.
II. b. Performance Management System: Where does it go wrong?
In most organizations today, PMS is a very formalized process. It is well defined, peridodic, (at least once a year) and is
e-enabled through sophisticated software systems. However, after examining experiences of employees in ore than 25
different organizations, the following have been identified as some of the major causes of failure of the PMS:
• Poor goal setting, including inability of the senior managers to clearly articulate the big goals and how they are
translated into goals at team and individual level
• Casual attitude of line managers and employees towards the goal setting
• Lack of periodic feedback. Most employees report that more than 80% of the time during feedback is more like
a postmortem of whats gone wrong and only 20% of the time is spent talking about what has gone right.
• Force fitting ratings based on an arbitarily derived distribution on a bell curve seems to be causing more
problems than solving them
• Decisions based on the performance evaluation process looks hapahzard and 'illogical' in many cases.
A group of 18 employees in a BPO organization was asked about their opinion on PMS by the author. The following is
the summary of their response
1. Things going right
• MBO (Management by Objectives)
• Agreement on goals
• PMS tool is efficient
• Data based feedback
• Coaching
2. Things going wrong
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• Unclear, irrelevant objectives
• Need for multiple parameters of performance measurement
• Periodic conversations are required
• Individual innovation targets need to be included in goal setting
• Discussion on development plan need to be a part of the performance discussions
• System efficiency need improvement (the system crashes very often leading to irritation)
• Need to eliminate perceptual errors by managers during evaluation
• Should not be a postmortem, need to also talk about the future, not just the past
• Bell-curve needs to be eliminated
II. c. Career Management : Where does it go wrong?
Career Management seems to be more of a lip service in many organizations studied for this purpose. In more than 80%
of the organizations across IT, Manufacturing and BPO, Career Management looked very haphazard and need based. In
majority of the cases, it was defined by the needs of the organization, and in short term point of view. Bands, grades,
designations complicated the career development process. Employees often confess that their career growth was notional,
better designation and pay but without any substantial increase in their responsibilities and authority.
The support for career development was unplanned, and often did not pay attention to the career anchors of the
employees.
The career development an employee receives impacts on the way the psychological contract is perceived (Rousseau,
2004). This implicit contract plays a key role in career management as fulfillment of the psychological contract has been
found to have a positive impact on behavior at work (Sturges, Conway, Guest & Liefooghe 2005).
However, it was observed that in many cases, the hiring or employee management process hardly considered this
relationship between career development and psychological contract. Out of as many as 25 organizations observed, not a
single organization had a formal mentoring support program as a tool to aid career development.
III. Talent Reward and Recognition
"What gets recognized gets done and what gets rewarded gets repeated."- Old Saying
A structured and a planned way of creating a reward culture, and supporting the same with appropriate reward and
compensation policies is immensely important for attracting and retaining talent. This goes beyond establishing pay plans
and payroll systems.
The following framework explains the components of R&R system:
Figure1.3: Talent R&R: Elements and Challenges

III. a. Compensation Management: Where does it go wrong?
Managing compensation continues to be one of the major pain points for many modern organizations. Inspite of
benchmarking practices and various other tools like job evaluation, fixing pay for various roles, determining increments,
adopting employee friendly pay structures and aligning pay to performance continue to be some of the major challenges
in this area.
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Especially in organizations hiring large number of freshers from a variety of campuses, the internal parity in
compensation is emerging as a major bone of contention. ON one hand, organizations are compelled to increase their
campus pay, but on the other hand, the employees existing in the system are unable to catch up with the differential
created. Bonus schemes at various organizations seem to have created more discord and increments linked to PMS
ratings are having mixed responses. All this has resulted into a messy compensation management system in most
organizations.
III. b. Reward and Recognition: Where does it go wrong?
Many organizations today have a reward system in place. Like PMS, the system has all the components - like policy
guidelines, covering a variety of behaviors to be rewarded, and well defined evaluation criteria. However, the employee
perceptions are quite negative with most such reward systems. Lack of employee involvement, inconsistency in
conducting such reward programs, the 'round robin' way of reward distribution by managers in their teams, and in many
cases the 'Stars' policy are some of the major causes of such negativity towards the reward programs.
A group of managers in an IT services organization was asked on what factors they find are critical for a R&R program
to be successful in their organization. Their responses are summarized as follows:
1. Fairness in evaluation and selection
2. Transparency in criteria
3. Involvement of employees and managers at all levels
4. Accuracy of rewards (rewarding what is supposed to be rewarded)
5. Value of rewards
6. Reward programs need to be Encouraging & Challenging
7. Trust in the administration and administrators of the R&R programs
8. Consistency of conducting R&R programs IV. Talent Engagement
A process of engaging your talented employees in a journey of mutual accomplishments is probably the single most
differentiator of HPO. They have this inexplicable capacity to create an environment where talented employees are
motivated to give their best, relentlessly and propel the organization to be the best in their industry. This is explained by
the framework below:
Figure1.4: Talent Engagement: Elements and Challenges

IV. a. Employee Communication and feedback: Where does it go wrong?
A hallmark of high performance leaders is the ability to influence others through all levels and types of communication,
from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and
organizational alignment. High performing leaders are able to unite diverse team members by building common goals
and even shared emotions by engaging in powerful and effective dialogue."
— George Kohlrieser, November 2008, Leading At The Edge
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The assumption is that a well informed employee is more engaged and motivated to give his best to the organization.
Keeping employees informed of the organizational direction, challenges, expectations and achievements adds to the
engagement level of the employees and ensures their retention to a significant extent. Giving them a voice, listening to
them and having forums to keep them updated on the progress made based on their feedback is critical too.
However, in many organizations, this aspect is barely paid attention to. Inspite of the fact that many organizations
examined for the purpose of this paper had employee communication forums like 'All Hands Meet', ' Skip Meetings',
'Unit Level Meetings', 'From the CEOs Desk', etc, the effectiveness of many such forums was highly questionable. Most
reported low levels of participation, inconsistency in conducting such forums, a very high level of skepticism on the
feedback given in employee satisfaction surveys and a lackadaisical approach by line managers to such forums were
some of the major issues in employee communication and feedback processes.
IV. b. Creating fun environment: Where does it go wrong?
Organizations are realizing the significance of creating a fun environment and its impact on productivity, performance
and camaraderie. Organizations like Brigade, a Hyderabad-based BPO, has come up with a new idea: it has appointed a
'CFO' -- Chief Fun Officer.
The CFO will be charge of all the fun and will not have to rack his brains with the usual pressures of the outsourcing
industry. He has been entrusted with the responsibility of keeping employees happy. He will also be in charge of
organizing office parties.
Murthy L S, human resources manager, Brigade, says that there is a need to give employees the freedom of mixing fun
with work. He says that this is the brainchild of the group chairman, Sri Dasari.
The Chief Fun Officer will also be in charge of organizing weekend outings for the employees. The basic task of the
CFO will be to keep the employees happy. During the week he will have to organize games and short parties for the staff.
The idea is to provide frazzled employees with stress-busters. The fun includes dancing, singing, various competitions
and games, et cetera. (http://www. rediff.com/money/2007/dec/07bpo.htm)
However, many organizations still are unable to change their paradigms, still believing that fun is outside the office.
Work and fun cannot be combined. Many managers and leaders are unable to reconcile the fact that when work becomes
fun, you get the best and brightest talent to the organization. Budgets, lack of quality time, lack of initiative and dearth of
managerial enthusiasm are some of the major constraints in creating such fun workplaces.
Here is an interesting perspective from (Nuts, Kevin & Jackie Freiberg, Broadway Books, 1998)
Engage Employee Hearts and Minds

Ownership isn't just about equity; it's about bringing something to the table - ideas, skills, and talents that others value
and appreciate. When people feel involved, they care more. The more they care, the more willing they are to assume
ownership. Jack Welch, GE's Chairman and CEO, believes that engaging people's hearts and minds is the key to
everything: " I think any company that's trying to play in 1990's has got to find a way to engage the mind of every
employee. It you're not thinking all the time about making every person more valuable, you don't have a chance. What's
the alternative? Wasted minds? Uninvolved people? A labor force that's angry or bored? That doesn't make sense!"
Communicate, Communicate, and then communicate some more
One of the reasons Southwest Airlines has been so successful in getting people to internalize and embrace the company's
principles and priorities is consistent communication. Rather than having the mission statement in one place - the lobby -
Southwest displays it everywhere in the system to serve as a performance standard and a constant reminder of what is
important for all employees.
Whether it is a memo, LUV lines, Herb's message to the Field, a training program, an ad campaign or an awards
ceremony, employees are constantly being exposed to, and challenged with, the guiding principles that have mad
Southwest great. The guidelines for running the business have been internalized by employees because they've had years
of consistent exposure.
(Nuts, Kevin & Jackie Freiberg , Broadway Books, 1998)
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Conclusion: The Million Dollar Question
So how can organizations strengthen their Talent Management processes to become High Performance Organizations?
Based on my knowledge and understanding of the practices in good organizations, here are a set of critical questions
organizations can ask themselves in each of these talent management areas.
Talent Prediction and Planning
S.No. Process Element
1 Do you have a systematic process of TPP across levels and business units?
Are the data and information required, including business plans and customer commitments shared
2
amongst the decision makers, including the line managers?
3 Is there a system of reviewing the plans periodically so as to modify them based on the business needs?
4 Are line managers rewarded for planning and prioritizing or only for results?
Talent Recruitment
Does the organization make conscious efforts to build a positive employer brand in its talent market?
1
Does it monitor the same periodically?
Is the organization, including HR, Recruitment and Leadership function focused on internal and external
2
communication?
3 Is the organization leveraging its internal and external talent sources systematically?
Are recruitment activities co-ordinated with other Talent Management processes like Training, Career
4
Planning, Succession planning and rewards?
Talent Selection
1 Is the selection process rigorous enough to include selection for attitude?
2 Are you clear on what are you hiring for?
Is there a clear agreement amongst the hiring managers and HR on tools to be used for selection across
3
levels and roles?
4 Are the hiring managers trained in using selection tools?
5 Do you provide a professional experience to your candidates during the selection process?
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Talent Orientation
1 Is the orientation process planned systematically and executed professionally?
Do the HR, Line, Leaders and New joinees collaborate effectively to meet the purpose of the orientation
2
program?
Does the orientation program provide opportunities for expectation setting and providing role clarity to
3
the new joinees?
4 Is it overloading the new joinee with too much information or trainings?
Do you measure the program effectiveness and make changes in the content, delivery and program
5
environment on a periodic basis?
Learning and Development
1 Are your learning needs well aligned with the business needs and individual aspirations?
2 Is the training process well managed?
3 Is there a systematic process of measuring the training effectiveness?
4 Does the organization provide for regular opportunities for education and development to its employees?
Do line managers in your organization actively participate as coaches and mentors in enabling personal
5
and professional development of their subordinates?
6 Does the organization allocate sufficient budget and other resources for training and development?
Performance Management (PM)
1 Is the PM system aligned to business goals and objectives?
Does the PM system enable effective goal setting and cascading of these goals at lowest levels in the
2
organization?
Is the PM system designed and executed with the spirit of performance enhancement and individual
3
development?
Does your company use tools like bell curve without line management involvement and without
4
considering the impact on the organizational culture?
5 Is your PM system tied to other HR systems like training, rewards, career planning?
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6 Do you train your line and HR managers in skills of goal setting and performance feedback?
7 Does the organization review its PM system on a periodic basis and consider changes in the same?
Career Management
Does the organization have a systematic process of identifying and implementing a career planning
1
system?
Is career management in your organization tied to the business needs and individual aspiration in a short
2
and long term perspective?
Is there a development support system in form of L&D, mentoring, executive education programs to aid
3
career management in the organization?
4 Is career development an agreed priority for all managers?
5 Does organizational growth and development strategy integrate the career development processes?
Talent Reward and Recognition
1 Is there a culture of continuous reward and recognition in your organization?
2 Do your managers and leaders know what, when and how to reward?
Is the spirit of such rewards and recognition communicated and reinforced in leadership messages in the
3
organization?
4 Does the organization clearly benchmark itself on compensation trends and practices in its industry?
What does the HR, Compensation and Benefits team do specifically to maintain internal equity in the
5
organization?
6 Is the organization innovative in its compensation practices?
Talent Engagement
1 Is there an effective employee communication plan across levels and is it executed well?
2 Do managers and leaders keep aside time and energy for communication?
3 Is there a focus on creating a fun environment in the organization?
Does the HR/Talent engagement function focus on creating and sustaining energy and enthusiasm
4
amongst employees, managers and leaders for engagement programs?
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Final thoughts...
No organization today can sustain its growth and progress without focusing on its talent management processes. Hiring
the best and brightest, giving them challenging work, rewarding and recognizing their contributions, enabling them to
learn and grow and engaging their hearts, minds and souls is imperative to creating a High Performance Organization.
Strategies can only be executed by integrating them with the human side of the enterprise. Collaboration between the HR
and Line and under the active direction and inspiration of leaders is the formula for surviving, thriving and growing for
modern organizations.
References
1. Jim Matthewman and Floriane Matignon, "Human capital reporting: an internal perspective", Chartered Institute
Human capital reporting of Personnel and Development, Issued: January 2005 Reference: 3097
2. Craig Symons with Tom Pohlmann, Natalie Lambert, and Olivia Ester, "The Human Capital Management Value
Map: Deloitte Demonstrates That HR Can Be Strategic,March 2, 2005
3. Kevin & Jackie Freiberg et.al, Nuts, Broadway Books, 1998)
4. Joe Tidd & John Bessant, Managing Innovation, Wiley India, 4th Edition
5. Managing the Radical Change, 2002, Sumantra Ghoshal, Gita Piramal, Christopher A. Bartlett, Penguin Books
6. Larry Bossidy & Ram Charan with Charles Burck et.al, Execution, Random House Business Books
7. David Kay & Roger Hinds, A Practical Guide to Mentoring, howtobooks, 2nd Edition
8. Aswathappa, Human Resource Management, McGrawHill, 6th Edition
9. Hellriegel, Slocum & Woodman, Organizational Behavior, Southwestern, 9th Edition
_________________________________________________________________________________________________
Study of Employee Engagement of Contractual Workforce at
TM International Logistics Limited (A subsidiary of Tata Steel)
Sugata Roy, Abhirupa Biswas
MHRM IISWBM
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Abstract
An engaged employee is aware of business and works with colleagues to improve performance within the job for the
benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. As the
economy begins to recover and an organization shifts to rebuild its staff, using contract labour can be regarded as a smart
strategy to successfully manage growing business demands. Balancing between permanent workforces with contractual
workers not only allows the organization to achieve their immediate business goals but it also helps to minimize risk and
balance cost and productivity requirements - today and in the future. To delve deeper into the study of engagement of
Contractual Workforce, an Employee engagement study was conducted on the Contractual Workforce on a Company
called TM International Logistics Limited (a subsidiary of TATA STEEL) in order to find out whether the Contractual
workforce at TMILL is engaged or not, and to identify the factors that are perceived to be more important in promoting
engagement of its Contractual Workforce. A survey questionnaire was designed and judgemental sampling technique
was used for data collection. From our study and the analysis we could identify four important factors that are the key
drivers of engagement at TMILL namely Policies and Procedures, Pay and Benefits, Relationship with supervisors and
Psychological Contract. It has also been found out from the study that psychological factor has a negative correlation
with employee engagement at TMILL. We delved deeper into the psychological contract factor for engagement and
identified why it has a negative correlation to employee engagement at TMILL. We also took suggestions of the
contractual employees and came up with some key factors which can be included within the Company's policies so as to
increase the engagement level of the employees and make them more committed towards the Organization's success.
Introduction
"The best companies now know, without a doubt, where productivity—real and limitless productivity—comes from. It
comes from challenged, empowered, excited, rewarded teams of people. It comes from engaging every single mind in the
organization, making everyone part of the action, and allowing everyone to have a voice—a role—in the success of the
enterprise. Doing so raises productivity not incrementally, but by multiples."
Jack Welch Former Chairman & CEO GE Human Resource, 10 September 2003
Engagement is believed as something given by the employee who can benefit the organisation through commitment and
dedication, advocacy, discretionary effort, and being supportive of the organisation's goals and values. Engaged
employees feel a sense of attachment towards their organization committing themselves not only in their role, but in
the organisation as a whole. Engaged employees are more likely to stay with the organisation, and act as advocates of the
business. Engagement can enhance bottom-line profit of the Organization and enable organisational agility and improved
efficiency in driving change initiatives. Engaged individuals engage themselves fully in their work, with increased self-
efficacy and a positive impact upon health and well-being, which in turn evokes increased employee support for the
organisation. Engagement at work was defined as the 'harnessing the selves of the organizational members' to their work
roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during the
performance of their work roles. Kahn,(1990)..HRpractitioners tend to believe that the challenge of engagement has a lot
to do with how employee feels about the work experience and how he or she is treated in the organization. It has a lot to
do with emotions which are fundamentally related in driving the bottom line success in an Organization. There will
always be some people who would never give their best efforts no matter how hard HR and line managers try to engage
them. But most employees want to commit themselves to the Organization because by doing so it satisfies a powerful and
a basic need in connect with and contribute to something significant. As globalization within organizations sets in and
become more dependent on technology in a virtual working environment, there is a greater need to connect and engage
with employees to provide them with an "organizational identity". Employee engagement plays a much greater role in the
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current era where every contribution by each of the employee counts. Employee engagement programmes highlights the
success of the company in engaging its employees in the productive activities of the Organization.
Employee engagement is not only a process of engaging the employees productively; it also expects the organization to
pave the path to ensure that the employees are motivated to put in their best efforts for the profit maximization. This
requires building loyalty within them towards the organization, which can instil commitment in doing quality work. The
mission and vision must be well laid down and supported by a well set organizational plans and policies for its
attainment. The management should also provide with the set of tools and materials that are necessary for performing the
task effectively.
Various researches had been conducted in the past and all of them throws light on one common thing that if an
organization wants to sustain in the long run then it is really essential for it to have an engaged workforce. Employees
feel engaged when they find personal meaning and motivation in their work, receive positive interpersonal support, and
operate in an efficient work environment. So, all efforts should be made on maximizing employee output and making the
most of organizational resources.
According to the Gallup, the Consulting organization there is there are different categories of engagement namely:
"Engaged" employees are regarded as builders. They want to know their role expectations so that they can meet and
exceed them. They are naturally curious about their company and their place in it. They perform consistently at the
highest level. They want to use their talents and strengths to do their work effectively every day. They are very
committed towards their work and they drive innovation and move their organization forward. "Not-engaged"
employees concentrate more on task at hand rather than the goals and outcomes they are expected to accomplish. They
expect to be told what task to do just so they can do it and say they have finished. They focus on accomplishing tasks
rather than achieving an outcome. Employees who are not-engaged feel that their contributions are being overlooked, and
their potential is not being utilised to the fullest. They often feel this because they don't have productive relationships
with their managers or with their co-workers. Lastly, "Actively Disengaged" employees who are regarded as the "cave
dwellers." They're not only unhappy at work but also they're busy showing out their unhappiness. They bring out feelings
of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged co-workers
accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that
are presented by actively disengaged workers can cause great damage to an organization's path of achieving their goals.
So, a highly engaged employee will consistently deliver beyond expectations. They will normally perform better and are
more motivated towards Organizational goals. It has also been noticed that there is a significant relation between
employee engagement and profitability. They tend to develop an emotional connection with the company. which has an
impact on their attitude towards the company's clients, and this improves customer satisfaction and service levels. It helps
in building passion, commitment and alignment with the organization's strategies and goals. It also increases employees'
trust in the organization thereby it creates a sense of loyalty in a competitive environment. It helps in developing a
platform of high-energy working environment which boosts business growth. Lastly, it makes the employees effective
brand ambassadors for the company. Various models on Employee engagement had been designed namely: Model of
drivers by Robinson et al (2004. Hierarchy of engagement model by Penna's (2007).For the purpose of this study we
have referred to the Model called "New Framework of Employee Engagement" designed by William G. Castellano of
Centre for Human Resource Strategy Rutgers, the State University of New Jersey (2011). This framework presents a new
measure of employee engagement, along with its antecedents and outcomes. Such a will enables an organization to
understand better how engagement may vary with respect to an employee or a group and identify the key drivers that
influence engagement. Through this model the linkages between employee engagement and strategic outcomes can also
be assessed. This will enable organizations to develop specific action plans that move the needle on engagement scores
which directly impact important business outcomes such as customer satisfaction and financial performance. The model
depicts that organization's HR System is the primary driver of employee engagement. The HR systems like staffing,
training and development practices contribute to the development of employees' key competencies that enhance
competitive advantage and help in ensuring organization and employee fit. The various rewards, benefits, and
performance management practices lay down by the Company help in motivating employees to behave in ways that
benefit the organization. Organizational job designs can also help in creating a work environment that is conducive to
employees' development and effective work systems. Lastly, effective management and leadership development can also
help in ensuring a productive, fair, and supportive working environment in which employees feel motivated to achieve
organizational objectives.(Go
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Literature Review
Engagement at work was first conceptualized by Kahn, (1990) as the harnessing of Organizational members' selves to
their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during
role performances. The second related construct to engagement in organizational behaviour is the notion of "Flow", the
'holistic sensation' that, people feel when they act with total involvement. Flow is the state in which there is little
distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for
their actions (Csikzentmihalyi, 1975). Employee engagement is the thus the level of commitment and involvement an
employee has towards their organization and its values. An engaged employee is aware of business context, and works
with colleagues to improve performance within the job for the benefit of the organization. The organization must work to
develop and nurture engagement, which requires a two-way relationship between employer and employee. Subsequent
researches have brought about different definitions and concepts about employee engagement. Many researchers have
defined engagement behaviourally, as an "active engagement" as a high level of activity, initiative, and responsibility
(Dvir, Eden, Avolio, and Shamir, 2002). Engagement is a passion, commitment, extra effort, the illusive force that
motivates employees to higher (or lower) levels of performance. (Wellins and Concelman, 2005).It broke the idea of
engagement into a number of individual elements: Focused work (with strategy, empowerment), Individual value
(support and recognition), and Interpersonal support (teamwork and collaboration). Engagement can even be viewed as
engaging employee into the strategic process which is different than the attitude and the behaviour. Engagement is part of
the fair process with explanation and clarity of expectations (Kim and Mauborgne, 2005). The employees care about the
justice of the process as much as they do the outcome itself. Fair process affects people's attitudes and behaviours of
which engagement plays a major part, which is followed by trust and commitment (attitude). Then the employee
voluntarily cooperates (behaviour) and exceeds expectations (strategy execution). Thus engagement includes involving
individuals in the strategic decisions that affect them by asking for their input and allowing them to refute the merits of
one another's idea and assumptions.
Most often employee engagement has been defined as emotional and intellectual commitment to the organisation
(Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job
(Frank et al 2004). Although it can be acknowledged as a 'passion for work', a psychological state which is seen to
encompass the three dimensions of engagement (Truss et al, 2006), namely meaningfulness, safety, and availability,
discussed by Kahn (1990), and it captures the common theme explained through all these definitions. Further research on
Kahn's model found that job enrichment and role fit to be positive predictors of meaningfulness; rewarding co-worker
and supportive supervisor relations were positive predictors of safety, while adherence to co-worker norms and self-
consciousness were negative predictors. Resources were a positive predictor of psychological availability, while
participation in outside activities was a negative predictor. Overall, meaningfulness was found to have the strongest
relation to different employee outcomes in terms of engagement (May et al, 2004).
An alternative model of engagement comes from the 'burnout' literature, which describes job engagement as the positive
antithesis of burnout, noting that burnout involves the erosion of engagement with one's job. According to it, six areas of
work-life lead to either burnout or engagement: workload, control, rewards and recognition, community and social
support, perceived fairness and values (Maslach et al, 2001). They argued that job engagement is associated with a
sustainable workload, feelings of choice and control, appropriate recognition and reward, a supportive work community,
fairness and justice, and meaningful and valued work. The people's perceptions of 'meaning' with regard to the workplace
are clearly linked to their levels of engagement and, ultimately, their performance. Hence it can be deduced that
employees actively seek meaning through their work and, unless organisations try to provide a sense of meaning,
employees are likely to quit (Holbeche and Springett, 2003).
Employee engagement is often viewed as possessing a few origins of both the attitudinal and behavioural variety. It can
be linked to a series of propositions about (a) psychological state engagement (feelings of energy, absorption,
satisfaction, involvement, commitment, and empowerment); (b) behavioural engagement (extra role behaviour,
organizational citizenship behaviour (OCB), proactive/personal initiative, role expansion and adaptive); and (c) trait
engagement (positive views of life and work; proactive personality, autotelic personality, trait positive effect,
conscientiousness) (Macey and Schneider, 2008).
Further research has identified various workplace factors that are key drivers of employee engagement in an
Organization. These levers or key drivers are seen as significant to employee engagement.
Two key factors were identified that drove employee engagement. First, the level to which a work force is informed
about the operational and organisational goals, policies and procedures of their company. The other is their involvement,
using their knowledge to participate in decisions and practices that drive those goals (Hosford, 2007). I t i s critical to
foster engagement by communicating performance goals and key behaviours throughout the organization (McCoy,
2007).
_________________________________________________________________________________________________
Critical to any organisation is its organisational culture or corporate culture, the collective programming of the mind,
which distinguished the members of one organisation from another (Hofstede, 1997). In such organizations, people way
down the line know what they are supposed to do in most situations because the guiding principles are available for them
(Peters & Waterman, 1982).
Organisational culture is an important area for an organisation to influence to ensure that employee commitment is
strong, and to provide an environment where an employee engagement strategy can flourish, and ensure that the
organization is moving forward towards a positive direction, ignited by the employee behaviours'. A strong
organisational culture influenced how people set personal and professional goals, performed tasks and
administered resources to achieve them (Lok & Crawford, 2004) and Schein, 1990).
Apart from organisational culture, engagement has to be directed by its leaders through their Leadership. Leadership is
the process of influencing the activities of an organised group in its efforts toward goal setting and goal achievement'
(cited from Huczynski & Buchanan, 2001). On comparing leadership to management, it was seen that managing was to
bring about or conduct to have responsibility to accomplish things. On the other hand, leadership is to influence and
guide a course of direction (Bennis & Nanus, 1985). On looking at the emotional intelligence aspect of leadership, it was
found that leaders executed a vision by motivating, guiding, inspiring, listening, persuading and creating resonance
(Goleman et al, 2002). The accomplishment of any employee engagement strategy depends on the ability of the
organisations leaders to utilise a leadership style to convey clear communication to the employees (Gummerson, 1987),
and employee involvement has been seen to be very important when implementing any kind of change activities and
leadership acts within an organisation. Quality of leadership is, central to the survival and success of groups and
organisations, and fundamental to any employee engagement strategy.
An employee engagement strategy, together with organisational commitment and organisational culture will not be
effective unless an organisation has an effective platform in which to maximise organisational communication
(Dourado, 2007). One of the most pivotal factors contributing to employee commitment was the manager-employee
relationship. The manager creates the connection between the employee and the organisation, and as a result, the
manager- employee relationship was often the 'deal breaker' in relation to retention. Recent studies showed that
employees who trusted their managers appeared to have more pride in the organisation and were more likely to feel they
were applying their individual talents for their own success and that of the organisation. In short, it can be said that
Effective organizational communication helps create engaged employees who help in building a trust among
customers and facilitates building stronger profits (Blanchard, 1998).
Work- life balance has become another important engagement factor in today's business world. Amid boundary-less
society, globalization, competitiveness and constant pressure put on business by shareholders and customers, healthy
(physical, psychological and spiritual) employees are a success factor for business (Kickul and Posing, 2001, Schutte,
Toppinen, Kalima and Schaufelli, 2003). Recent research has coined burnout as the erosion of work engagement with the
job (Schaufeli, Salanova, Gonzalez-Roma and Bakker 2002).
Relationships with co-workers and the workplace environment have also been found to have an impact on
"meaningfulness", that is a key driver of engagement (May et al 2004). It was later on identified that the relatedness
needs that individuals possess contributes to a greater experience and meaning at work by facilitating higher interaction
among co-workers (Locke and Taylor, 1990). It can be deduced that if the organization as a whole works together by
helping each other, by having a enhanced level of coordination among the employees and supervisors then the employees
will be engaged.
Emphasizing the importance of providing employee recognition, it was discovered that teams of employees displaying
more positive than negative interactions outperformed other teams (Losada and Heaphy, 2004). Of this positive
performance feedback plays an important role in enhancing intrinsic motivation whereas negative performance
feedback can diminish it.
Career development was also found to influence engagement for employees. Research has shown that organizations
with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire
new knowledge and realize their potential. The essence behind this is that when companies invest in their people in this
way, their people invest in them. (International Survey Research (ISR) 2004).
It can be observed that reward and recognition are also important to promote employee engagement. Research has
shown that appropriate reward and recognition can help to build the psychological contract, in which employees feel
valued by their employer, and the employer values employees' contributions. Enhanced employee commitment should
in turn feed into improved work performance, reduce staff turnover and make it easier to recruit good employees because
the employer has a positive image (Wellins, Bernthal & Mark, 2003). Society of Human Resource Management (SHRM
2002) in their publication had shown that Training and Development can serve as additional driver for enhancing
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engagement and commitment and the employees who enhance their skills through training are more likely to engage
fully in their work, because they derive satisfaction from mastering new tasks. Training also enhances employees □ value
to your company as well as their own employability in the job market and this will increase their engagement within the
organization.
Job satisfaction is a concept related to self-disciplined behaviour, such as obeying organisational rules, going the extra
mile and taking the initiative at work. Job satisfaction can be defined as a motivational state of job performance that
motivates people to act with the intention of promoting the organisation's best interests (Van Scotter & Motowidlo,
1996).
5 Satisfaction within an organization is c h a r a c t e ri z e d b y a s t ro n g psychological involvement in one's work,
with a sense of significance, enthusiasm, inspiration, pride and challenge. Engaged workers are motivated and willing to
go the extra mile; they have high levels of energy and are enthusiastic about their work. These workers are also more
willing to put the interes ts of the organisation above their own (Macey
6 Schneider, 2008; Xanthopoulou, Bakker, Demerouti & Schaufeli, 2009).
Lastly, psychological contract fulfilment is another key condition of engagement. Psychological Contract was viewed
as an implicit understanding between a group of employees and their foreman, by Argyris (1960) who was the first to
coin the term psychological contract. Levinson (1962) who is regarded as the father of the concept of psychological
contract defined it as the "unwritten contract, the sum of the mutual expectations between the organization and
employees". The organization's practices create a distinct type of relationships between employee and employer, of
which HR plays a major role, which can be characterised as psychological contracts, the belief people hold regarding the
terms of their employment relationship (Rousseau and Wade-Benzoni, 1994). The employees are the key to sustainable
competitive advantage, therefore, it follows that relationships between employers and employees are critical to ensuring
productivity and the continued release of innovation and creativity (Flood, Turner, Ramamoorthy & Pearson, 2001).The
elements of the psychological contract can be divided into transactional and relational elements (Mcneil, 1985;
Rousseau, 1989). Transactional elements refer to a more formal give and take situation. For example employees might
feel that they have met all their key performance indicators and those they are therefore due to be rewarded with a bonus
at the end of the year. Meanwhile, the employer may regard the employees' meeting the required criteria as mandatory
and therefore does not see any justification for paying a bonus. Relational elements are linked to what employees expect
from the employer, not within the realms ofsuccessful task completion. For example a scenario in which an
organization's management decides to start serving free coffee at work. Such an act will have a positive influence on the
relational elements of the psychological contract. Transactional and relational contracts differ from each other in five
respects, namely the focus of the contract, the time frame, stability, scope and tangibility (Rousseau & McLean Parks,
1993). Two aspects were highlighted which influenced the promises made by any organization, the first of which was the
promise of quality communication. The second was the promise of a work-life balance. Promises of quality
communication refer to employees' expectation of honest, o p e n i n fo r m a t i o n relating to the organisation and
management decisions. Quality ofcommunication promises includes access to supervisors, timely responses,
constructive performance feedback and team-oriented communication (Ellis 2007). An organizations intentions to
foster long-term employment relationships are mirrored by providing new work experience, interesting assignments,
expensive skill based training in line with the firm's business objectives and a planned career to employees (Aggarwal
and Bhargava, 2008). The conception of employee engagement is often strongly correlated to good compensation and
benefits (Rousseau and Ho, 2000). Therefore, organisations can compensate employees based on the psychological
contract they wish to maintain. Performance management practices in have also been identified to play a key role in
determining employee-employer expectations (Laster and Kickul, 2001; King, 2000). Research on the concept of
psychological contract (Guest & Conway, 2004) has illustrated the following:
The strength of the contact is high when organizations introduce practices to increase employability within the
organization. The sense of job security moves employees in achieving goals. Employee's perception of the psychological
contract is affected by the processes adopted by organizations to align to the external environment. Today the younger
employee's expectations from organizations especially about their careers while being available for employment are
diametrically opposite to employee's who has been part of the workforce for long. Organizational factors such as
management style and organizational culture can influence perception of psychological contract. Individual
differences, personal predisposition, and previous experience influence psychological contract. Measurable outputs
like, higher employee commitment, positive citizenship behaviour, and low employee turnover are the benefits for
an organization in which promises made to its employees are honoured.
Objective Of Study
It is believed that as the economy begins to recover and an organization shifts in rebuilding its staff for Organizational
success, recruiting contract labour can be regarded as a smart strategy to successfully manage growing business demands.
_________________________________________________________________________________________________
If balance can be maintained between the permanent workforces with contractual workers it not only allows the
organization to achieve their immediate business goals but it also helps to minimize risk and balance cost and
productivity requirements - today and in the future. Engaged contractual workers are also more likely to stay grow with
the Company, are more committed and loyal and accept a permanent position when one becomes available. On the other
hand, disengaged workers feel little affiliation with their workplace and they negatively impact the bottom line - and drag
their colleagues down with them.
To, study engagement of the Contractual Workforce, we conducted a survey at TM International Logistics Limited ( A
subsidiary of Tata Steel), where Contractual Employees were recruited and the Company has tried to maintain a balance
between permanent and contractual workforce. This study was conducted in order to: Find out whether the Contractual
workforce at TMILL is engaged or not. Identify the percentage of people who are engaged, not engaged and actively
disengaged. Identify the factors that are perceived to be more important in promoting engagement.
Organizational Profile
TM International Logistics Limited was incorporated as a joint venture company between Tata Steel and IQ Martrade of
Germany in 2002 to provide cost efficient port related services. The share holding pattern of the company has changed
subsequently during 2009 with NYK Holding (Europe) BV coming as the third share holder in the company.
As the Majority of the employees were transferred from the parent company TSL, the organisation inherited the culture
and the core values of TSL. With infusion of manpower both laterally and induction of fresher, the organization culture
has evolved into a cross-cultural mix with focus on high performance and customer engagement. The organization
culture is open and participative which encourages intrapreneurship within the enterprise with the focus on safety,
innovation and climate change. The vision mission and values demonstrate their commitment to provide best value
solutions for their customers and happy employees and satisfied stakeholders.
It consists of 5 SBU units namely: Shipping -- International Shipping & Logistics (ISL) FZE, UAE is a wholly owned
subsidiary of TM International Logistics Limited. It is involved in operating ships carrying dry bulk cargo for its various
clients across geographies.
CHA & Inland Logistics -- CHA & IL
Division in TMILL is a licensed Customs House Agent at different ports/airports (Kolkata, Haldia, Paradip & Dhamra).
CHA&IL offers Customs Clearance, Warehousing, Inland Transportation service of import consignments of Tata Steel
other Tata group companies. CHA has warehouse facilities at Kolkata and Jamshedpur.
Terminal and Port Operations -- TMILL currently has a strong presence at Haldia and Paradip as terminal
operator/cargo handling operator and as O&M operator of BMHS at Dhamra port.
Freight Forwarding -- FF businesses are being done under the brand name of TKM. It operates through wholly owned
subsidiaries of
TMILL in India, Germany & China. TKM
provides sea/air logistics services for containerized cargo, Break Bulk, Project Cargo and Air Cargo. TKM also provides
other logistics services including customs clearance and inland transportation to provide value added services to its
customers. The business has pan-India presence with offices in major cities.
Harbour Services -- The company has been formed in 2009 to render harbour services at ports. Currently its activities
involves deployment of 3 nos. of 65 tons bollard pull tugs at Dhamra Port to provide towage services during berthing/un-
berthing of vessels as well as facilitating inward and outward movement of ships at Dhamra port.
Workforce Climate
TMILL's work climate is governed by HR Policy, Safety Policy, Tata Code of Conduct and Sexual Harassment
Prevention Policy and is improved by reviewing the current practices and implementation of improvement initiatives.
The work units are divided into work groups of different environment. Practices are adopted keeping in mind the varying
requirement of these places. Feedback is taken through EES (Employee Engagement Surveys), communication meetings,
JDC and safety committee meetings to enhance the effectiveness of such practices. To reinforce the performance culture,
compensation structure is divided into two components, i.e. fixed & variable. This is reviewed annually (with a provision
for bi- annual reviews in the HRIS portal) for its continued relevance keeping in line with the industry standards. The
variable component is determined by the performance of the individual, business and the organization's overall
performance.
_________________________________________________________________________________________________
CONTRACTUAL WORKFORCE
HR BENEFITS & LEGAL MISCELLANEOUS
POLICIES
Annual Increment Group Accident Checking of labour Participation in events and
Personal Insurance license of concerned celebrations within the
Policy (Policy of contractor company-Annual Picnics,
INR.5,00,000 sum Celebrations, etc
insured per contractual
employee in case of
death)
Variable Pay/Bonus Leave Encashment Checking of PF Code & Open communication with
Policy (The Policy ESI Reg. No of contractual employees
reimburses one day's contractor
basic pay for every two
days of leave not
availed, to be paid at the
end of each year
Developmental Training Medical Insurance with Checking of statutory Provision of Sexual
Cashless Benefit (The records of contractor Harassment Policy extends to
Policy provides cashless all contractual employees
medical benefits and within the organization
includes doctor fees,
surgeon and anesthetist
fees, specialists fees,
medicines & drugs, etc.
Safety Training Provision of Laptops, Collection of Human Resource Information

Desktops as per nature Consolidated PF System Portal (ITMATTERS)
of the job Challan to cover contractual employees
within its purview
Grievance Handling Collection of
Machinery Consolidated ESI
Challan
Performance Based Compliance of statutory
Absorption on Company rights monitored by
Rolls. Chief Ethics
Counsellor.
Competency Assessment
The overall research conducted is a combination of both qualitative and quantitative research methodology called
mixed method research. (Leedy and Ormrod, 2001).The steps that are being followed in conducting this research is
shown in the following Fig 2:
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Tablel: Depicting the research design
Sampling Technique Non probabilistic (Judgemental sampling)

Population Size 170 contractual employees.
Sample Unit Employees from all the five SBU units of TMILL are
taken for this Survey.
> CHA & IL-Kolkata & Jamshedpur
> HO- Kolkata
> Freight Forwarding- Kolkata
> TMHSPL-Kolkata
> Port Operations- Dhamra
Sample Size Out of 170 employees 65 respondents were selected for
the study.(approximately 40% of population size)
Questionnaire Design The questionnaire has been divided into two parts: Part
A and Part B. Standardised questionnaire were used for
designing both parts of the questionnaire. For Part A
BCG group employee engagement survey questionnaire
was used and for Part B Pfeiffer accredited
questionnaire of Dave Francis and Don Young was
used (Adapted). 5 point Likert scale is used for Part A
of the questionnaire.
_________________________________________________________________________________________________
Variables used for the Questionnaire (For Part A) - The variables used for the questionnaire was identified
This part of the questionnaire was designed to find out using Focus Group Interviewing. It was done by
the organizational system related factors that are interacting with employees across the 5 SBU units of
responsible for Engagement. TMILL as well as choosing employees across different
age groups, tenure of working, as well as their
qualification and 12 variables are identified and
accordingly the questionnaire was adapted. The
following variables are used. Dependant Variable:
Employee Engagement Independent Variables:
S Corporate Culture and Communication
S Role Clarity
S Work Environment
S Job Satisfaction
S Relationship with immediate supervisor
S Training and Development
S Pay and Benefits
S Leadership style
S Policies and Procedures
S Loyalty
S Psychological Contract
Variables used for the Questionnaire (For Part B) - The variables used for the questionnaire was identified
This part of the questionnaire was designed to validate using Focus Group Interviewing. It was done by
the results of Part A as well as to identify the Human interacting with employees across the 5 SBU units of
factors for engagement. TMILL as well as choosing employees across different
age groups, tenure of working, as well as their
qualification. The 10 variables identified are as follows:
S Inappropriate Leadership
S Insufficient Group Commitment
S Unconstructive Climate
S Low Achievement Orientation
S Ineffective Work Methods
S Inadequate team Organization
S Soft Critiquing
S Stunted Individual Development
S Lack of creative capacity
S Negative intergroup relation
Data Collection Primary Data: The questionnaire was distributed
among the respondents and their responses are
collected. Focus Group Interview was also conducted
with the employees to collect any suggestions if any.
Secondary Data: TBEM manual, Research papers,
Websites were used for writing the literature review,
the practices followed at TMILL for Employee
Engagement, Models of engagement etc.
The reliability of the questionnaire is given by the Cronbach alpha score. The alpha should be at least .70 or higher to
retain an item in an "adequate" scale and many a cut-off of .80 for a "good scale". The Cronbach alpha score for Part A of
the questionnaire was found to be 0.976(BCG Methodology Dr. Pete Bradon 2008). The Cronbach alpha score for Part B
of the questionnaire was found to be 0.925(Dove Francis and Don Young 1979).
Few of the limitations of the study are: Time and cost constraints, the study was confined to limited numbers, Care has
been taken to avoid calculation errors and data entry errors in every stage, personal Bias and lastly, to some of the
questions the respondents gave middle estimation.
Scoring And Analysis Interpretation
_________________________________________________________________________________________________
The Questionnaire used for conducting the Survey was divided into two parts Part A and Part B. 5 point Likert Scale was
used for the Part A of the Questionnaire. The connotations for the Likert Scale are as follows:
1 - Strongly Disagree
2 - Disagree
3 - Agree
4- Strongly Agree The respondents mark 1-5 to the questions for Part A. All the responses were collected and SPSS
software was used for the analysis of the data. The demographic profiles of the respondents were also represented in
graphical manner and descriptive statistics of those are also represented in the next section (Refer to tables 2 & 3 and
Fig 3-7). The Part A of the questionnaire was mainly designed to find out the organizational factors that are responsible
for engagement of the Contractual Employee.
Factor analysis was done for those constructs which consists of 2 or more items to measure the construct. The Total
variance explained (Refer to Tables 5, 7, 9, 11, 13, 15, 17 & 19) gives the cumulative percentage score which gives the
total variance is explained by this factor. The component matrix table (Refer to Tables 6, 8, 10,12, 14, 16, 18 & 20)
gives the value which if greater than 0.5 means that the particular factor is highly related to the measurement variable i.e.
employee engagement. If the value is less than 0.5 then it can be said that the factor is not related to the measurement
variable. Once the factor analysis is done then stepwise regression analysis is done to find the factors that are
responsible for employee engagement. The model summary table (Refer to Table 21) gives the model summary with
the R square Values of each model predicted. R square value is also known as coefficient of determination and it depicts
the reliability of regression line. If the value is greater than o.5 then we can say that the regression model can be accepted
as the good model. The ANOVA table (Refer to Table 22) gives the result of the stepwise regression result. The
Coefficients table (Refer to Table 23) gives the B values which helped us to formulate the regression equation as shown
in the nest section. This table also contains beta values which gives the relative impact of the individual factor on the
measurement variable i.e. employee engagement. It can be arranged in ascending order or descending order.
Next, to validate the results of the stepwise regression analysis the Correlation coefficient (Refer to Table 24) of the
factors, determined by the stepwise regression, was found with respect to employee engagement. If the Pearson's
correlation value is greater than 0.7, then we can say that the factor is highly correlated to the measurement variable. If
the correlation is positive it shows that the factor is positively correlated to the measurement variable which means that
with the increase in the factor the measurement variable will increase and if correlation is negative then it is just the
opposite.
The Part B of the questionnaire was designed to find out the human factors that are necessary for engagement of the
Contractual Employees. The questions were in the form of statements (negatively worded) and the respondents were
asked to put a 'X' mark to those statements which they believe was true and leave a blank if they believe the statement
was false. The total number of crosses were calculated and represented.
Lastly, Analysis of the employee engagement score was done in which correlation between age and tenure with
employee engagement (Refer to Tables 26 & 27) was found out. Histograms (Refer to Fig 9-11) are drawn with the
engagement score to identify the three clusters of engagement and lastly graphical representation of the percentage
of employee falling under the different categories of engagement at TMILL was found out.
Data Analysis And Interpretation
This section includes the analysis and interpretation of the data collected from the Organization for the Study. The data
collected through questionnaire was coded, tabulated and subjected to analysis using the IBM SPSS Statistics 20
software. The results of the survey are as follows:
Demographic Profile of the Sample collected is as follows:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
AGE 65 20 50 30.38 6.239
Table2: Table showing the descriptive statistics of the age distribution of the sample.
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Fig3: Pie Chart showing the age distribution of the sample.
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
TENURE 65 .4 8.0 2.212 1.9918
Valid N (list wise) 65
Table3: Table showing the descriptive statistics of the work experience of the contractual Employees in the sample.
Fig 4: Pie Chart showing the distribution of the experience of the employees in the Sample.
Fig5: Pie Chart showing the distribution of qualification of the employees in the sample.
_________________________________________________________________________________________________
Fig6: Pie Chart showing the distribution of gender of the employees in the sample.
Fig7: Pie Chart showing the distribution of the employees in the sample in among the 5 SBU Units.
Summary of the Survey Responses: Table4 depicts the overall response to the survey questions (data represented in
percentage).
STRONGLY DISAGRE NEUTRAL AGREE STRONGL

DISAGREE E Y AGREE
How satisfied you are in the job? 0.0 4.6 75.4 16.9
The Employees are treated fairly 1.5 0.0 64.6 30.8
regardless of gender, age, religion role.
I have clear understanding of my job 0.0 9.2 3.1 58.5 29.2

role.
My supervisor is open to hear my 0.0 4.6 13.8 66.2 15.4
opinion and feedback.
I have the resources/information to do 0.0 3.1 67.7 21.5
my job.
My pay is fair for the work I do. 6.2 66.2 4.6 20.0 3.1
Safe work practices are strictly followed 0.0 6.2 4.6 61.5 27.7
in the Organization.
I am provided with adequate training as 0.0 43.1 12.3 30.8 13.8
per requirement of the job.
The leaders of the organization are open 4.6 7.7 21.5 49.2 16.9
to input from employees.
I am proud to work for TMILL. 1-5 7.7 3.1 49.2 38.5
_________________________________________________________________________________________________
The communication flow is frequent and 1-5 1.5 1.5 70.8 18.5
satisfactory.
I am given enough freedom to express 1.5 18.5 15.4 49.2 15.4
my ideas.
My supervisor handles my work related 0.0 6.2 12.3 64.6 16.9
issues & queries satisfactorily.
I am satisfied with my working 0.0 26.2 7.7 56.9 9.2
condition.
The Organization's welfare policies and 0.0 4.6 9.2 67.7 18.5
benefit packages take care of me and my
family.
My manager notices and rewards my 1.5 13.8 38.5 35.4 10.8
performance.
I have confidence in the leadership of 0.0 0.0 23.1 58.5 18.5
this organization.
I am willing to give extra effort to help 0.0 0.0 1.5 55.4 43.1
my Company succeed.
I would recommend employment in my 0.0 18.5 9.2 61.5 10.8
Company to a friend.
I prefer to work in defined set of 18.5 36.9 13.8 26.2 4.6
working hours only.
The Company follows ethical practices 0.0 3.1 1.5 61.5 33.8
in its process
I am heavily involved in my place of 0.0 0.0 1.5 64.6 33.8
work
Fig8: Graphical representation of the overall response to the survey questions (in percentage).From the above graph
and the table it can be clearly seen that maximum disagreement is seen with provision of adequate training and
_________________________________________________________________________________________________
development and satisfaction with the pay and benefits given by the Company although it can be seen that they are
satisfied with the job and are highly involved for achieving the goals for the Company's success.
Results of the Factor Analysis:
• Corporate Culture and Communication:(CC)
Total Variance Explained

Component Initial Eigen values Extraction Sums of Squared Loadings
Total % of Cumulative Total % of Cumulative
Variance % Variance %
1 1.279 63.953 63.953 1.279 63.953 63.953
2 .721 36.047 100.000
Table5: The cumulate percentage shown is 63.953% which means that 63.953% of the total variance is explained by this
factor.
Component Matrix
Component
1
CC2 .800
CC11 .800
Table6: This Component matrix table gives a value of0.800 which is greater than 0.5. This means that this factor is
highly related to the measurement variable i.e. employee engagement.
• Role Clarity:(RC)

1 1.334 66.684 66.684 1.334 66.684 66.684
2 .666 33.316 100.000
factor.
Component Matrix
Component
1
RC3 .817
RC12 .817
Table8: This Component matrix table gives a value of 0.817 which is greater than 0.5. This means that this factor is
_________________________________________________________________________________________________
Work Environment :(WE)
TOTAL VARIANCE EXPLAINED
Total % of Variance Cumulative Total % of Variance Cumulati
% ve %
1 1.079 35.983 84.353 1.079 35.983 84.353
2 .469 15.647 100.000
factor.
Component Matrix
Component
1
WE5 .818
WE14 .870
WE21 .955
Tablel0: This Component matrix table gives a value of0.818, 0.870, 0.955 which is greater than 0.5. This means that this
factor is highly related to the measurement variable i.e. employee engagement.
• Relationship with Supervisor:(RS)

1 1.633 81.663 81.663 1.633 81.663 81.663
2 .367 18.337 100.000
Table11: The cumulate percentage shown is 81.663% which means that 81.663% of the total variance is explained by
this factor.
Component Matrix
Component
1
RS 4 .904
RS1 .904
Table 12: This Component matrix table gives a value of0.904 which is greater than 0.5. This means that this factor is
_________________________________________________________________________________________________
Training and Development: (TD)

Compone Initial Eigen values Extraction Sums of Squared Loadings
nt Total % of Cumulative Total % of Cumulative
1 1.421 71.058 71.058 1.421 71.058 71.058
2 .579 28.942 100.000
Table13: The cumulate percentage shown is 71.058 % which means that 71.058% of the total variance is explained by
this factor.
Component Matrix
Component
1
TD8 .843
TD16 .843
Table14: This Component matrix table gives a value of0.843which is greater than 0.5. This means that this factor is
• Pay and Benefit (PB)

1 1.301 65.045 65.045 1.301 65.045 65.045
2 .699 34.955 100.000
this factor.
Component Matrix
Component
1
PB6 .807
PB15 .807
Leadership: (L)
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1 1.576 78.799 78.799 1.576 78.799 78.799
2 .424 21.201 100.000
this factor.
Component Matrix
Component
1
L9 .888
L17 .888
• Psychological Contract :( PC)

1 1.102 55.096 55.096 1.102 55.096 55.096
2 .898 44.904 100.000
this factor.
Component Matrix
Component
1
PC20 .742
PC22 .742
Table 20: This Component matrix table gives a value of0.742which is greater than 0.5. This means that this factor is
_________________________________________________________________________________________________
Result of the Stepwise Regression Analysis:
Model Summary
Model R R Square Adjusted R Std. Error of

Square the Estimate
1 .617a .381 .371 .79314227
2 .704b .496 .480 .72134419
3 .726c .528 .504 .70392860
4 .751d .664 .635 .68188827
a. Predictors: (Constant), PP7

b. Predictors: (Constant), PP7, RS
c. Predictors: (Constant), PP7, RS, PB
d. Predictors: (Constant), PP7, RS, PB, PC
Table21: Table gives the model summary with the R square Values of each model predicted. R square value is also
known as coefficient of determination and it depicts the reliability of regression line. In this case for the 4th model the R
square value is 0.664 which is greater than o.5. So the regression model can be accepted as the good model.
ANOVAs
Model Sum of df Mean Square F Sig.
Squares
1 Regression 24.368 1 24.368 38.737 .000b

Residual 39.632 63 .629
Total 64.000 64
2 Regression 31.739 2 15.870 30.499 .000c
Residual 32.261 62 .520
Total 64.000 64
3 Regression 33.774 3 11.258 22.719 .000d
Residual 30.226 61 .496
Total 64.000 64
4 Regression 36.102 4 9.025 19.411 .000e
Residual 27.898 60 .465
Total 64.000 64
a. Dependent Variable: EE
b. Predictors: (Constant), PP7
c. Predictors: (Constant), PP7, RS
d. Predictors: (Constant), PP7, RS, PB
e. Predictors: (Constant), PP7, RS, PB, PC
Table22: This ANOVA table shows the result of the stepwise regression result.
_________________________________________________________________________________________________
The above table predicts 4 models out of which the 4th model is predicted to be the best one. So, we can say that out of all
the variables used (refer research methodology) for measuring employee engagement, according to regression model four
factors namely Policies & Procedures, Relation with supervisors, Pay & Benefit, Psychological Contract are regarded as
the main workplace factors at TMILL that is responsible for influencing the engagement of the Contractual workforce.
Coefficients
Model Unstandardized Coefficients Standardized t Sig.

Coefficients
B Std. Error Beta

1 (Constant) -3.368 .550 -6.124 .000
PP7 .820 .132 .617 6.224 .000

2 (Constant) -2.254 .581 -3.878 .000
PP7 .549 .140 .413 3.924 .000

RS .396 .105 .396 3.764 .000
3 (Constant) -2.128 .571 -3.729 .000
PP7 .518 .137 .390 3.774 .000

RS .324 .109 .324 2.979 .004
PB .198 .098 .198 2.026 .047
4 (Constant) -1.826 .569 -3.208 .002
PP7 .444 .137 .334 3.244 .002

RS .265 .109 .265 2.439 .018
PB .228 .096 .228 2.382 .020
PC -.211 .094 -.211 -2.238 .029
a. Dependent Variable: EE
Table23: This Coefficients table gives the regression equation for employee engagement which is the dependant factor.
So, from the stepwise regression analysis we can for the regression equation with employee engagement as the dependant
factor as follows:
EE = -1.826+0.444PP+0.265RS+0.228PB - 0.211PC, where:
EE- Employee Engagement PP- Policies & Procedures RS-Relationship with immediate supervisors
PB- Pay & Benefits
PC-Psychological Contract
So, from this equation we can see that PP, RS, PB has got a positive Correlation with the measurement variable
Employee Engagement & Psychological Contract (refer to literature review) has a negative correlation with employee
engagement.
_________________________________________________________________________________________________
Correlations
EE PP7 PC PB RS
EE Pearson Correlation 1 .817 -.840 .854 .809
Sig. (2-tailed) .000 .000 .000 .000

N 65 65 65 65 65
PP7 Pearson Correlation .817 1 -.363 .304 .515
Sig. (2-tailed) .000 .003 .014 .000

N 65 65 65 65 65
PC Pearson Correlation -.840 -.363 1 -.058 -.355
Sig. (2-tailed) .000 .003 .646 .004

N 65 65 65 65 65
PB Pearson Correlation .854 .304 -.058 1 .424
Sig. (2-tailed) .000 .014 .646 .000

N 65 65 65 65 65
RS Pearson Correlation .809 .515 -.355 .424 1
Sig. (2-tailed) .000 .000 .004 .000

N 65 65 65 65 65
Table24: Table depicting the correlation between the dependant factor employee engagement and the independent
factors PP, PC, PB, and RS as predicted by the Stepwise regression.
To delve deeper into the study we tried to identify the workplace factors that are responsible for causing this negative
psychological contract. For this reason we had analysed the part B of our questionnaire which includes variables that
identify the Human factors that are responsible for employee engagement at TMILL. The Part B of the questionnaire
consisted of 40 questions based on the following 10 factors.
S Inappropriate Leadership
S Insufficient Group Commitment
S Unconstructive Climate
S Low Achievement Orientation
S Ineffective Work Methods
S Inadequate team Organization
S Soft Critiquing
S Stunted Individual Development
S Lack of creative capacity
S Negative intergroup relation The questions were in the form of statements and the respondents were asked to put a 'X'
mark to those statements which they believe was true and leave a blank if they believe the statement was false. Now, all
the above factors mentioned have an effect on the Psychological Contract of the employees and affect their engagement
in an Organization. (Refer to the literature review).The results are tabulated and arranged in descending order according
to the preference shown as:
_________________________________________________________________________________________________
Stunted Individual Development 122
Soft Critiquing 110

Inadequate Team Organization 96
Inappropriate Leadership 94
Lack of Creative Capacity 83
Insufficient Group Commitment 73
Negative Intergroup Relation 61
Low Achievement Orientation 58
Unconstructive Climate 24
Ineffective Work Methods 22
So, from this table it can be seen that the scores for stunted individual development, Soft Critiquing, Inadequate team
organization, Leadership Style, and lack of creative capacity are high enough although the scores for work methods and
the work environment is low. So, it can be concluded from the above table that the employees are satisfied with the work
methods that are followed in the Organization and the work environment that is provided by the Organization. This leads
to increase in engagement. But on the other hand the negative Psychological Contract that we had seen from the
correlation and regression analysis result is because of lack in their individual development, Inability in accepting hard
criticism, inadequate team development and lastly about the leadership style which may include policies and procedures
laid down by the Organization and their pay and benefits that are given to them. Negative Psychological factor is created
when there is a gap that is created in the expectations of the employees from their employer and also vice versa. In this
case the suggestions that we had received from the employees suggests that they are dissatisfied with the pay and benefit,
lack of adequate training and development as well as the distinction that exists between the on-roll employees and the
contractual employees. So, it can be concluded that these are the factors that is leading towards the development of the
negative psychological Contract and this may in the future lead to disengagement among the employees. Table 25 lists
some of the expectations that these employees had expressed from the discussions that we had with them.
Serial Subject Discussion

No:
1. Lack of Clarity in Some of the Contractual employees at the Executive level came up
terms of KRA’s with the issue of clarity in terms of their KRA’s. It was said that a lot
of time was spent on doing activities other than the focus area of
work.
2. Shortage of A shortage of manpower in some departments (like equipment

Manpower maintenance) led to problems especially when some of the employees
were on leave.
_________________________________________________________________________________________________
3. Difference in
1) Salary and increment: The difference in salary between
treatment between
Contractual employees and on-roll employees even though both
On-roll Employees
perform the same job.
and contractual
employee. 2) Uniform: It was pointed out that the TMILL logo was not present
in the uniforms of the contractual employees creates a further void
between the two groups.
3) Housing: On-roll employees of TMILL are given furnished
housings whereas the contractual employees are provided with only a
bed.
4) General treatment by DPCL officials: The treatment meted of
contractual employees by DPCL officials is one of indifference. Non-
involvement of Contractual employees in social gatherings and
celebrations also results in barriers.
5) The Medical Facilities/ Benefits received by Contractual
employees vis-a-vis on-roll employees were considered to be a big
differentiating factor. A need for increasing the amount of the
Mediclaim Policy of Contractual employees (INR. 1, 00, 000 for
deputee and three dependants) was also suggested.
4. Communication 1. Contractual employees pointed out to a lack of communication
between them and their reporting/departmental heads and amongst
their teams. A need was expressed to have regular meetings with the
reporting/departmental heads and team members in order to ensure co-
ordination of activities and increase accountability.
2. Although the messaging server has been introduced by TMILL,
most of the communications do not reach in advance. The need to
streamline the same was pointed out.
5- Leave Encashment/ Contractual employees are only eligible for 30 days of leave every year
Leave Policy (In Case (without any differentiation of CL/PL/SL).Moreover, these leaves
of Port Operations ) cannot be carried forward. Hence, it was suggested by the deputies to
either have an option of leave encashment or carrying the leave
forward to the next calendar year.
6. HRIS Incorporation of Contractual employees within the framework of HRIS

was also suggested.
7- Appraisal/ Feedback The Contractual employees pointed out that they lack a proper
feedback channel in terms of their work. They stressed on the need to
have a formal appraisal process instead of only an annual increment.
This mechanism, they stressed, was necessary to in order to gain
clarity on their job role and perform better.
10. Facilities at Ports and • Availability of ATM and Provisional Stores Facility at the Township
Township • Washrooms in Ports
• The water sprinklers in the ports do not work at times furthering the
problem of dust.
• Unavailability of Shed facility within the ports.
• Provision of recreational activities within township
11. Job Rotation Some of the deputies expressed the desire to make inter
departmental shifts in order to gain exposure to other functional areas
of work. A need was expressed to discuss the same with the
reporting/departmental and the functional heads.
_________________________________________________________________________________________________
12. Training & • More training sessions should be conducted for the up gradation of
Development their skills.
• To participate in workshops conducted by WAREHOUSE
ASSOCIATION, for up gradation of their skills and technology.
• More encouragement should be given for further learning
So, it can be said that if these suggestions can be considered then there will be a possibility of development of positive
psychological factor and that will lead to increase in engagement. (As presented in the literature review).
Results of engagement score analysis:
Correlations
EE AGE
EE Pearson Correlation 1 .076
Sig. (2-tailed) .548
N 65 65
AGE Pearson Correlation .076 1
N 65 65
Table26: Table showing the correlation between age and employee engagement. It can be seen that the Pearson
correlation score is 0.076 which is less than 0.7. So we can say that there is no correlation between age and employee
engagement.
Correlations
EE TENURE
EE Pearson Correlation 1 -.156

N 65 65
TENURE Pearson Correlation -.156 1
N 65 65
Table27: Table showing the correlation between tenure and employee engagement. The score is -0.156 which is much
less than 0.7. So, we can say that there is no correlation between tenure and employee engagement but the —ve sign can
predict that in future there may be a possibility that there is a development of negative correlation between employee
engagement and tenure.
_________________________________________________________________________________________________
Fig9: This histogram depicts the overall distribution of employee engagement across the entire organization. It can be
seen that there are three distinct clusters. One between points 1.00-1.5.This is seen for samples with high engagement
score and can be called as 'Engaged'. The second cluster is seen between -1.0-0.0. This is seen for samples with medium
engagement score and can be called as 'Not Engaged'. The third cluster is seen between points (-1.0)-(-2.0).This can be
seen for samples with very low engagement score and can be called as 'actively disengaged'.
Fig10: From this figure it could be seen that for the CHA&IL division a cluster can be seen between points 1.0-2.0,
which shows that most of the contractual employees in this division are engaged. It can also be seen that maximum
number of employees are engaged in this division, which starts falling if we move to the other division. In Port
Operations division a cluster can be seen between points (-1.0)-0.00, which shows that large number of employees in this
division are falling in the "Not Engaged" category.
_________________________________________________________________________________________________
Figll: Graph representing the percentage no. of employees in the sample who are 'Engaged', 'Not Engaged' and 'Actively
Disengaged' (inpercentage).
Conclusion
From our study we can see that TMILL had taken important steps to engage their contractual workforce and from the
results that are presented before from engagement survey had proved that most of their contractual employees are
engaged. But on the other hand we also found out that there also exists a negative psychological contract between the
employees and the employer which my in the future creates a possibility of hampering the feeling of engagement towards
this esteemed Company. Through our study we had also found out suggestions given by the employees about what they
expect from this Company in return to their performance they are giving for this Company to drive it towards success and
fulfilling the Company's long term goals. It can be seen from this study that 52.3% are engaged, 35.4% are not engaged
and 12.3% are actively disengaged. So, from these findings it can also be concluded that the Company should take some
measures to convert this 35.4% and 12.3% population of employees under the category of engagement and if the
Company is successful in doing so then it will help the Company not only to achieve their immediate business goals but
it also helps to minimize risk and balance cost and productivity requirements - today and in the future.
More studies can be conducted in future to find out the other factors that can lead to engagement of the Contractual
Employees at TMILL. To, achieve this objective more employees should be covered under this engagement survey and
this survey should be conducted every year so as to see the change in the level of engagement of this Contractual
Workforce every year and then come up with policies to make these employees more engaged to achieve the goals and
objectives of the Organization.
Recommendations: The Steps that can be taken to harness the potential of these contractual employees and increase
their level of engagement towards the Company are as follows:
Equal Treatment: Contractual employees often expressed dissatisfaction for the language, policies and practices that
create a line of demarcation between them and the permanent employees within the organizations. Identification badges
that label them as "contractual" were seen as sign of distinction between them and the permanent employees. For
temporary, contract and outsourced employees, the policies which prohibit them from access to team building activities
with their colleagues from the permanent workforce or perks like the company's fitness facility are seen as discriminatory
behaviour against them. So, if an atmosphere can be created where equal treatment is provided to the contractual workers
as provided to the permanent employees and the other discriminating actions can be removed then engagement level
of the contractual employees will increase because they will feel a strong belongingness towards the Company. (Refer to
literature review)
Open and Honest two way feedback: Receiving both positive and negative feedback from the Host Company was
expected from all the members of the contractual workforce. They expect their supervisors to provide sufficient feedback
to assist them in improving their performance. All contractual employees expressed the desire to work in an environment
where the host organization encourages them to share their ideas and suggestions, and listens to this feedback with
_________________________________________________________________________________________________
respect. This is a critical factor influencing the extent to which contractual employees feel valued by their host
organizations. (Refer to literature review)
Adequate Training to perform the Role: When a contractual employee begins an assignment for a new host
organization, their employer assumes a level of responsibility for orienting them to the job requirements and, as much as
possible, to the Company and department in which they will be working. In addition, the contingent employees noted that
the host organization needs to provide the additional training or orientation required for them to perform, such as
showing them where information pertaining to a given project resides, introducing them to team members who have
responsibility for related work, advising them where to locate office supplies and showing them how to use online
systems that are unique to the company. This is also a critical factor influencing the extent to which contractual
employees feel valued by their host organizations. (Refer to literature review)
Opportunities to learn develop and progress: Every Contractual employee expresses the desire to grow and develop
within their tenure of employment. So the host organization should take certain steps to fulfil their desires by giving
freedom to enhance their skills and knowledge by enrolling them to certain training programs. This is also an important
factor that can enhance their engagement and also their knowledge and skills to perform a particular task successfully.
(Refer to literature review)
Strong Teamwork: Studies have shown that Contractual employees noted that the motivation level of the permanent
staff on their teams in the host organization has a big impact on their own level of motivation and productivity.
Conversely, the opposite occurs when the team is not functioning well. In other words, motivation levels are contagious.
It is also helpful when colleagues from the permanent staff treat the contractual employees as full and equal members of
the team and welcome their contributions. (Refer to literature review)
Let contractual workers know what they do make a difference: By nature, these employees are not with an
organization for an extended period of time, and therefore have a hard time seeing the impact of their work. To allow
contingent employees to see the value of their work, make sure to recognize their work on a regular basis, as recognition
at work is regarded as a top driver of engagement. (Refer to literature review)
Future studies can be done in similar organizations employing contractual employees, and the factors of engagement can
be identified. The factors identified can be worked and improved upon, if necessary, so as to harness the hidden potential
of the contractual workforce for benefitting the business today and in the future.
Bibliography
1. Dilys Robinson Employee engagement, IESopinion, www.employmentstudies.co.uk
2. Nitin Vazirani. Employee Engagement SIES College of Management Studies Working Paper Series, Working Paper
05/07, SIES College of Management Studies.
3. PVL Raju, consulting editor: HRM REVIEW, the ICFAI University Press: Vol-VI: Issue-IV: April 2006. A
Employee Engagement New Corporate Perspectives: Andrew Dutta, K Sangeetha, palak Mahendru, Swati Sharma,
K mallikarjunan: page no.11-48.
4. Beardwell, J. and Claydon, T. (2007) Human Resource Management, A Contemporary Approach. 5th ed. Harlow,
Prentice Hall.
5. Csikszentmihalyi, M. (1975) Beyond boredom and anxiety. San Francisco, Jossey-Bass.
6. Csikszentmihalyi, M. (1990) Flow: The Psychology of Optimal Experience. New York, Harper.
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constructs and individual differences?
8. Hyman, J. and Mason, B. (1995) Managing Employee Involvement and Participation. London, Sage.
9. Kahn, W.A. (1990) 'Psychological conditions of personal engagement and disengagement at work', Academy of
Management Journal, Vol 33, pp692-724.
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349.
11. Maslach, C. Schaufelli, W.B. and Leiter, M.P. (2001) 'Job burnout', Annual Review of Psychology, Vol 52,
pp397-422.
_________________________________________________________________________________________________
12. Robinson, I. (2006) Human Resource Management in Organisations. London, CIPD.
13. Robinson, D., Perryman, S. and Hayday, S. (2004) The Drivers of Employee Engagement. Brighton,
Institute for Employment Studies.
14. Rothbard, N. (1999) 'Enriching or depleting? The dynamics of engagement in work and family'. Dissertation
Abstracts International US: University Microfilms International, 59 (10-A).
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Vol 21, No 6, pp600-619.
16. Schaufeli, W.B. and Bakker, A.B. (2004) 'Job demands, job resources, and their relationship with burnout and
engagement: a multi-sample study', Journal of Organisational Behaviour, Vol 25, pp293-315.
17. Coyle-Shapiro, J. & Kessler, I. (2002) Contingent and non-contingent working in local government: contrasting
psychological contracts. Public Administration, 80, (1), 77-101.
18. Guest, D. & Conway, N. (2002) Pressure at Work and the psychological contract. Research report. London:
Chartered Institute of Personnel and Development.
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664.
20. Hiltrop, J. (1996) Managing the changing psychological contract. Employee Relations, 18, (1), 36-50.
21. Ahmad S. and Schroeder R.G. (2003), The impact of human resource management practices on operational
performance. Recognizing country and industry differences, Journal of Operations Management Vol. 21 pp. 19-43.
22. Chang, W.A. and Huang, T.C. (2005). Relationship between strategic human resource management and firm
performance. International Journal of Manpower, 26(5), 434-449.
_________________________________________________________________________________________________
“A Critical Study on Sustaining Key Talent of BPO Sector”
Prof. Kavita D. Chordiya

(MBA-HR) Assistant Professor
Dr.B.V.Hiray College of Management & Research Centre, Malegaon Camp
kavitachordiya86@gmail.com
_________________________________________________________________________________
Abstract:
For an organization to do well and earn profits is essential, the high potential employees stick to it for a longer duration
and contribute effectively. The employees who spend a considerable amount of time tend to be loyal and committed
towards the management. Retaining valuable employees is one of the important issues for competitive organizations
today as employees are the most valuable assets for company. It is usually in a company’s best interest to put its energy
in retaining the quality employees that they already have in the organization.
The management can’t completely put a full stop to the process of employees quitting their jobs but can control it to a
large extent.
A recent study shows 85% of HR executives state the single greatest challenge they have in managing the workforce is,
their organization's inability to recruit and sustain key employees and managers. The present paper is an attempt to
highlight sustaining key talents and offers tactics for sustaining key talents.
For many employers, talent retention is the piece of the management puzzle that never seems to fall into place. Because
of rapid change over the past decade, finding and keeping employees has become more difficult than ever.
The purpose of this paper is to identify why personnel are leaving the organizations and tosuggest ways to improve
sustaining key talents. Sustaining key talents will definitely “add value” to the total output of the firm.
Key Words: Talent retention, workforce, key talents
Introduction:
Today, the constantly changing environment, global competition, the nature of work made companies to realize the
importance of talent in the success of organization. Economic growth is a top priority for governments, economists and
business leaders. The growth of specific industries is often a pre-requisite for overall economic growth. Now-a days the
competitive advantage of most companies on global market lies in the ability to create a profit driven not only by cost
efficiency but by the ideas and intellectual know-how. The networked and knowledge-based environment made the
intangible assets like skills, relations and reputations of highest value (Bryan, Lowell L. 2007). In average across all
industries, only around twenty to thirty percent of value is given to tangible assets (Cheese P., Thormas R. J, Craig E.,
2008). The greatest part of a typical company‘s value comes from intangibles, including unique knowledge, ideas,
customers, people, time, reputation etc. The intangible assets in the organization are created by talented people, whom
company needs to attract, develop and sustain.
Labour plays a vital role in the success of any business. However, labour markets have been tightening over the past
decade and replacement costs associated with filling vacancies have been spiralling upwards for years. Development of
fully integrated retention policies could be one of the most effective responses that organisations could make to these
kinds of problems. It is therefore imperative to identify strategies that could be used to retain key talent in order to sustain
the successful performance of major players in an economy.
The organization’s ability to retain staff directly affects its costs and profitability. A low turnover is usually indicative of
good organisational morale. Moreover, Campbell (1999:1) maintains that losing employees often results in a loss of
customers, business and credibility as an employer. Recruiting and retaining staff is particularly tough when human
resource budgets are tightening. Phillips (2007:4) states that with human resource budgets constrained organisations need
to look for more cost effective ways of improving key talent management processes. This paper analyses the impact of
leaving the organizations on the industry and the individuals in India.
Based on a field survey, views of few employees and employers of the different ITES industries have been captured and
analyzed. Various health issues that came to light are stress, sleeplessness and headache, fatigue, sense of exhaustion and
lack of concentration, etc.
_________________________________________________________________________________________________
It was also found that a number of factors like hindrance in personal life, physically tiring nature of work, unsatisfied
salary, lack of growth opportunity, in conducive policies and procedures could be some of the reasons for employees to
leave the industry/company. Majority of employees complained of headache and digestive disorders. Employees
accepted that they enjoy various facilities and benefits provided by the company like Provident Fund, Gratuity, Personal
Accidental Insurance; company leased accommodation, recreational (like Cafeteria) and other facilities (like ATM, Gym
etc), corporate credit card, educational benefits, performance based incentives, regular get together and other cultural
programs, Employee Referral Schemes and maternity leave, etc.
Employees also accepted that their spending has increased and much of the money is spent in lifestyle products,
recreational activities and to support the family.
Review of the literature:
The literature clearly indicates that there are seven keys to retaining personnel. They are recruiting, communications,
training, job satisfaction, pay and benefits and recognition.
• Recruiting
The effort to retain the best personnel begins with recruiting. Attracting and retaining the best people are not two
different things, but are the same thing. Both require creating and maintaining a positive reputation, internally as well as
externally. Employers must be honest with the recruited about the beliefs, expectations, organizational culture, demands,
and opportunities within the organization. By representing the organization realistically, a department will attract those
who will be content working within the culture (Marx, 1995). Denton (1992, p.47) follows this up by stating that, “ the
better the match between recruits and the organization the more likely you are to retain them.” Lynn (1997) believes that
you must take time during the hiring process to make wise decisions. The employer must be candid about the working
conditions, responsibilities, opportunities and other details to reduce the chances of making hiring mistakes. Taylor and
Cosenza (1997) strengthen this thought by noting that it is imperative that companies give prospective employees a true
picture of the organization, if they hope to match the personality type with the climate and culture of the organization.
The literature was clear in pointing out that if departments want to increase retention they must start with a solid
recruiting process.
• Communications
Carney (1998) believes that the key to employee retention is quite simple: Communicate, communicate, communicate.
Communication with the employees must begin early on in the relationship. He believes that the imprinting period of a
new employee is probably less than two weeks. Employers must engage the employee early on by sharing how important
the job they do is. Lynn (1997) follows this up by stating that early on an atmosphere of fairness and openness must be
created by clearly laying out company policies. Taylor and Consenza (1997) indicate that it is important to communicate
the values of the organization to its employees in order to increase their level of consent, participation and motivation.
Lack of communication may result in gaps between management’s perceptions of quality employment and the employees
desired and perceived quality of employment (Taylor & Consenza,1997). There must be a common purpose and trust
among employees. Lynn (1997) notes that communications must be a two way street to be effective. Employers must
listen to what employees want to say. An atmosphere must be created in which employees feel comfortable making
suggestions and trying their new ideas.
The literature revealed that communication must begin early in the employer/employee relationship. Organizational
values and culture must be made clear to all employees and their importance within the organization must be continually
emphasized.
• Training
As was noted earlier it is important that the employee feel like a valued member of the organization. Training helps
underscore this message. Training to the personnel is a way to show that you respect them and want them to grow. The
department is making an investment in the employee by offering training (Marx, 1995). Good training can de-emphasize
salaries and benefits in part by building a positive work environment and by giving employees advancement
opportunities (Lynn, 1997). Lynn goes on to say that training helps strengthen employee loyalty. Training can help
revitalize personnel. For an increasing number of people, the chance to learn new skills is a significant personal goal for
both the career opportunities education can provide and for the chance to do something a little different (Mendonsa,
1998).
Training emphasizes to the employee that they are valued and respected. This in turn to increased loyalty and retention.
_________________________________________________________________________________________________
• Job Satisfaction
While an organization must be competitive in terms of compensation and benefits, it is the relationship with the
supervisor that is often a crucial factor in determining whether a person stays or goes (Mendonsa, 1998). Employees want
more interaction with management, more self-satisfaction on the job, more responsibility and more control over decisions
affecting them. They want their work to make a difference and want to be part of something that matters (Taylor, 1997).
Departments should encourage innovation by soliciting the advice and input of their staff members, followed by
responses to ideas, complaints or questions (Taylor, 1997). People need to be recognized for their accomplishments in the
workplace. In most organizations the feeling of under-recognition is the most pervasive feeling in the workplace
(Mendonsa, 1998). Provide a great deal of personal and team recognition (Carney, 1998). Recognize achievements with
memos, mentions in staff meetings or articles in the newspapers (Lynn, 1997).
To retain employees, departments must offer career advancement opportunities. Departments failing to offer employees
career opportunities, room for advancement and enhancement of skills and knowledge may find it difficult to retain
qualified employees (Taylor, 1997). Marx (1995) concludes this by pointing out that promoting from within is one of the
proven methods of employee retention. Employee involvement, importance of work and career advancement
opportunities are all important when dealing with employee retention.
• Pay and Benefits
In general people think that money and benefits are the main reasons people leave their jobs but this is not the case.
While compensation and benefits may be a key factor in the final decision-making process. They are conscious of it for a
while but if they are bored on the job, money alone is not going to keep them there (Branch, 1998).
Although traditional benefits such as vacation and health are still important, today’s workers are also looking for more
non-traditional benefits. Benefits such as flexible work hours, availability of childcare tuition assistance programs and
discounts on services now top the list of desired benefits (Denton, 1992).
The literature clearly indicates money and benefits are not as important as job satisfaction in terms of employee retention.
Recognition
Sartin and Finney (2003:173) define recognition as the habit of letting employees know that the company sincerely
values what they do. The authors go further to say that benefit programs go a long way in keeping people on the job, but
a culture that promotes sincere recognition is key to keeping people really engaged in what they do. And, when it‟s
correctly applied, recognition can be the least expensive of all engagement initiatives. The cost is just the time it takes to
sincerely pat someone on the back and say „thank you.‟bottom-line is that people want to be valued, respected and
recognised for what they contribute to the organisation. People are proud and want to be recognised for what they do.
Adams et al (1998:308) state that the top three issues that motivate employees are:
• Full appreciation for work done
• Feeling of being in on things
• Assistance with personal problems.
Recognition is therefore considered as essential if a company wants to retain key talent. The ITES sector should inculcate
a culture of appreciation in employees especially among those in managerial and supervisory positions.
RESEARCH METHODOLOGY
Primary Data:
For the purpose of collection of primary data two web administered questionnaire were prepared.
Sample Size: Researcher has taken sample size as 30 which is chosen randomly.
Selected Companies
• Infosys BPO Limited, Hinjawadi, Pune
• Wipro BPO, Pune
• WNS Global Services, Pune India
• IBM Daksh Business Process Services Pvt. Ltd. Pune India
• Zensar Technologies Ltd. Pune India
_________________________________________________________________________________________________
Secondary Data
• Journals and Research Paper
• Newsletters
• HR websites
Questionnaires
1. Why have members left?
Fifty six percent (16 of 30) of the respondents said that the work schedule was the main reason for leaving the
department. Time away from families and the family’s inability to visit them at work were the main reasons for
dissatisfaction with the schedule. Twenty two percent of those interviewed (7of 30) left because of the lack of emergency
calls. Ten percent (3of 30) said they left because of disappointment with management. “Job security” was the reason why
twenty two percent (7of 30) gave for leaving. Some of the respondents had more than one reason for leaving.
2. In general, why do employees leave the BPO organizations they work for?
A review of the literature indicated that there are seven key reasons why employees leave their
jobs, They are recruiting, communications, training, job satisfaction, pay, and benefits and recognition.
1. What retention programs are used by HR department?
There were no current retention programs by the organization.
4. Please rate your satisfaction with the salary and benefits package you receive.
Neither satisfied
Extremely Extremely
Dissatisfied nor Satisfied
dissatisfied satisfied
dissatisfied
Medical insurance
0% 4% 16% 56% 24%
package
Company savings
8% 12% 33% 37% 8%
plan
Retirement plan 4% 8% 50% 33% 4%
Holiday
4% 12% 25% 41% 16%
Entitlement
Job market
competitiveness 8% 12% 20% 48% 12%
of my salary
Share option plan 4% 21% 39% 26% 8%
Findings And Suggestions

The information collected for the purpose of this research led to some important findings. The replies to questionnaire
have, after careful analysis, also led to some suggestion and recommendations. These findings, suggestions and
recommendations are presented as follows:
Findings
Interviews with past employees pointed out that dissatisfaction with the long workweek was the
main reason why people leave the BPO. The upper-management felt that the work schedule was the main reason why
employees left the department.
The issue of the workweek must be addressed during recruitment. The department must be honest with the recruit about
the beliefs, expectations, organizational culture, demands and opportunities within the organization.
Employees indicated that job satisfaction was a factor in sustaining key employee. The lack of promotional opportunities
was another issue that interviewees agreed was a retention issue.
_________________________________________________________________________________________________
Suggestions
• According to “Hierarchy of needs”, the BPOs can address the low level of needs of employees first, such as salary
and basic benefit and then satisfy their psychological needs, such as to be loved, to be respected and to achieve some
sort of reputations.
• Organizations must be able to relate those skills and capabilities to a role or a center of demand, such as a job
position, project or leadership role.
• Identify who key talent is – Though it may be difficult to identify key talent, the owner of the talent strategy must
put together processes to enable managers across the business to identify their key talent.
• Recognize key talent – Effective talent processes ensure a visible recognition system that engages key talent in the
business.
• Develop key talent – Individual talent may be interested in different sorts of development opportunities focused on
cross-functional groups where they may be able to add value.
• If sustaining key talent is to be effective, its management process must start even before people are recruited. This
would ensure that the right people are selected for the right positions. At a time when talent is scarce and valuable,
companies who will win are those who will be smarter than the competition in creating an attractive work
environment.
• Retention becomes easier and more effective once the above mentioned processes have been followed. Organisations
need to evaluate the skill levels and intellectual talent that populate their firms so that they may know what strategies
to formulate and implement to retain them.
References
• Mendonsa, Robert (1998, January). Keeping who you want to keep: Retaining the best people. Supervision, 10-
12
• Spragins, Ellen E. (1992, November). How to retain key employees. Inc., 36
• Brittain, S. 2007. Manage Key Talent. [Online] Available from http://www.sirim.my/technical/p2/mangement.
(Accessed: 23 March 2009)
• Lynn, Jacquelyn (1997). Hard to hold: Conquer the tight labor market by retaining valuable workers.
Entrepreneur, 34
• Campbell, K.G. 1999. How to retain employees. [Online] Available from
http://www.workforce.com/archive/article. (Accessed: 18 March 2008)
• Donaldson, C. 2009. CEO’s Key to talent. [Online] Available from http://www.
humanresourcesmagazines.com.au/articles. (Accessed: 20 June 2009)
• Six Ways to Mine Teen Talent," Andrea C. Poe, Society for Human Resource Management, March 2001
• Marx, Mary (1995, December). Keeping your best employees. Journal of Property Management, 26-29.
_________________________________________________________________________________________________
MIT COLLEGE OF ENGINEERING (MITCOE) PUNE
Survey No. 124, MIT College Campus, Ex-Serviceman Colony,
Paud Road, Kothrud, Pune 411038 INDIA
www.mitcoe.edu.in
www.availadvertising.com
MIT COLLEGE OF MANAGEMENT (MITCOM) PUNE

North Block, N2 Building, 5th Floor, MIT College Campus,
Paud Road, Kothrud, Pune - 411038
MITCOM www.mitcom.edu.in

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ISSN No.

“International HR Colloquium and

MIT College of Engineering, Pune

Dr. Vijay Wadhai Prof. Mrs. Sunita Karad

Dr. Johnson Agbinya Prof. Dr Parag Kalkar

Prof. Dr. Shailesh Kasande

“International HR Colloquium and

Prof.(Mrs.) Prajakta S Kalamkar 130

Prof. Rutuja Jadhav

Dr. Ramesh Sardar 148

Dr. P. Ramlal and Prof. Wahed Mohiuddin 153

Dr. Shabir Ahmad Ganaie

Prof.Sucheta S. Yambal 251

Dr. S. Saraswathi 257

Mr. Sunil Kumar 359

Miss.Dolly Malla 374

Dr. Anand Gaikwad 386

Prof. Vijaykumar Biradar and Prof.B. B. Biradar 390

Dr. Purushottam K. Pisal 396

Prof.Somya Pandit and Prof.Sameer Rastogi 400

Prof. Pooja Kohli 404

Prof. Kavita D. Chordiya 525

 To increase the overall productivity.

2. DIMENSIONS OF ORGANISATIONAL CLIMATE

3.1 Work Environment

3.2 Team Work

3.3 Management Effectiveness

3.4 Employee Involvement

3.5 Reward & Recognition

3.7 Organisational Commitment

4.2 Data Collection Method:

4.4 Statistical Tools:

4.5 Percentage Analysis:

4.6 Standard Deviation:

To calculate the value of F test:

F= Variance between samples

5 Analysis And Interpretation

21086.75 / 100 = 210.867

5.2 Cross Tabulation for Work Environment and Climate:

Analysis of variance table: 5.2

5.4 Cross Tabulation for Management Effectiveness and

To find out the significant difference between management Low 3 - - 3

Analysis Of Variance Table 5.4:

Employee‟s Organisational climate

Involvement Low Moderate High Total

Analysis Of Variance Table 5.5

Source Degrees F= Variance between varieties/ Variance with in varieties.

Between 888.22/2 Inference:

Recognition Low Moderate High Total

Analysis of variance table 5.6

5.7 Cross Tabulation for Occupational Competency and Climate

Occupational Organisational climate

Organisational Organisational climate

Analysis of variance table 5.8

Source of Sum of Degrees of Value of

5.9 Overall Result: Dimensions Vs Organisational Climate

Work Environment 19.77 2.56 0.9888

Team Work 24.92 5.75 0.6664

Management Effectiveness 20.93 2.15 0.9387

Employee‟s Involvement 19.34 2.56 1.0374

Rewards and Recognition 19.52 2.68 0.8946

Occupational Competency 22.34 2.43 1.2918

Organisational Commitment 25.13 3.02 1.0856