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Srivastava, D. K.
- Creating Employee Engagement in Organizations in India:Role of Human Resource Processes
Authors
1 National Institute of Industrial Engineering (NITIE), Vihar Lake, Mumbai, Maharashtra, IN
2 National Institute of Industrial Engineering NITIE, Mumbai, Maharashtra, IN
Source
International Journal of Innovative Research and Development, Vol 5, No 6 (2016), Pagination: 41-47Abstract
Employee engagement has received the attention of researchers as well as managers in the last decade. It means the degree of commitment and involvement of employees towards their organization and its value. Employees on a high engagement level are energetic, mentally resilient and dedicated to their work. They enjoy challenges; they face at the workplace. Sometimes, it may be difficult for them to detach themselves from daily work. Engaged employees show excellent performance and contribute towards the goals of the organization. On the contrary, disengaged employees are defensive, and they dissociate themselves from work roles and customers. Some factors like personality characteristics, nature of the job, work environment, perceived organizational support, reward, and recognition, etc. influence employee engagement. Personality characteristics namely big five traits have emerged as the valid predictor of job performance. Extraversion and Conscientiousness are positively related to employee engagement. This paper firstly analyses personality characteristics which are linked to employee engagement. Secondly, it examines the role of human resource processes which can facilitate employee engagement.
Keywords
Employee Engagement, Human Resource Processes, Gender, Personality, Contextual Factors, Organizational Performance.- Revisiting Managerial Competencies-Literature Review
Authors
1 National Institute of Industrial Engineering, Vihar Lake, Powai, Mumbai, Maharashtra, IN
Source
International Journal of Innovative Research and Development, Vol 5, No 4 (2016), Pagination: 328-338Abstract
The purpose of this article is to cite a review on the concepts of managerial competencies used by managers by examining the importance and frequency of use of managerial competencies applied to various organizations from different industries. There is a lack of studies done on assessment of approach to identify managerial competency which revealed that managerial competencies, according to managers, are determined by their personal traits and skills acquired during the development process. It was found that studies recognized the difficulties inherent in preparing an all-time suitable competency framework. In particular, those associated with the variety, complexity and universality of the skills, attitude and knowledge which executives require within a changing environment. It becomes essential to study managerial competencies and competency management as a topic of research, so that appropriate training programs for management staff get a basis to develop effective professional development programs. A focused recruitment and performance management tool may be developed with the help of competency clarity. The paper serves as a collection of basic concepts of competency and provides with a structured body of the competency management phenomenon.