Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Are You on the Verge of Obsolescence?


Affiliations
1 Shri Ram Centre for Industrial Relations and Human Resources, New Delhi, India
2 Management Development Institute, Gurgaon
     

   Subscribe/Renew Journal


The vastly expanding knowledge base and the rapid technological advancements, undoubtedly, exert pressure on individuals to remain competitive by updating themselves constantly to be able to perform their roles and responsibilities effectively. This article discusses the concept of managerial obsolescence and emphasizes the significance of life-long learning. The paper attempts to understand the symptoms, causes and consequences of managerial obsolescence and provides a questionnaire (in two parts) to identify the extent of and the factors responsible for managerial obsolescence. This information could form the basis for taking remedial action at the individual as well as organization levels. Obsolescence can be tackled by a two-pronged approach wherein individuals take initiative for updating themselves which may help in their career advancement. Organisational interventions ensure that the investment on training leads to desired impacts.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aryee, S. (1991), “Combating obsolescence: Predictors of Technical Updating among Engineers”, Journal of Engineering and Technology Management, 8: 103-119.

  • Burack, E.H. & Pati, G.C. (1970), “Every Company’s Problem – Manage-rial Obsolescence”, Personnel, 2.

  • Chauhan, S.P.(2007), “Professional Obsolescence”, Annual Handbook of Human Resource Initiatives,” in Mahaveer Jain and Partha Sarathi (ed), Initiatives and Interventions, Manak Publication Pvt. Ltd. Delhi:141-58.

  • Chauhan, S.P. & Chauhan, Daisy (2005), “Overcoming Managerial Obsolescence: The Key to Human Development”, in Pritam Singh, Ajay Singh, and Daisy Chauhan, (Ed), Creating Value through People, Excel Books: 321-38.

  • Chauhan, S.P. & Chauhan, Daisy (2008), “Human Obsolescence: A Wake-up Call to Avert a Crisis”, Global Business Review, 9 (1).

  • Covey, Stephen R. (2004), Eighth Habit: From Effectiveness to Greatness, Simon & Schuster, New York.

  • Dhar, J.L. (1994), “Human Obsolescence: Maladies and Remedies”, Personnel Today, Oct.-Dec., XV, (3)

  • Drucker, P. F. (1995), Managing in a Time of Great Change, Butterworth-Heinemann, Oxford.

  • Dubin, S.S., Alderman, E. & Marlow, H.Le Roy (1967), Managerial and Supervisory Education Needs of Business and Industry in Pennsylvania, Department of Planning Studies, Continuing Education, The Pennsylvania State University.

  • Fossum, J.A., Arvey, R.D., Paradise, C.A., & Robbins, N.E. (1986), “Modelling the Skills Obsolescence Process: A Psychological/Economic Integration”, Academy of Management Review, 11: 362- 74.

  • Harel, G.H. & Cohen, L.K. (1982), “Expectancy Theory Applied to the Process of Professional Obsolescence”, Public Personnel Management Journal, 11:13-21

  • Jones, N.A. & Cooper, L.C. (1980), Combating Managerial Obsolescence, Philip Allan Publishers Limited, Oxford OX5 4SE Kaufman, H.G. (1974), Obsolescence and Professional Career Development, American Management Association, New York

  • Kozlowski, S.W.J. & Farr, J.L. (1988),“An Integrative Model of Updating and Performance, Human Performance, 1(1): 5-29.

  • Mahler, Walter R. (1965), “Every Company’s Problem – Managerial Obsolescence. Personnel, July-Aug.:8-10.

  • Mohan, V. & Chauhan, S.P. (1999), A Pre-post Test Design to Study the Effect of Training on Perceived Obsolescence, paper presented at the Seminar on Research Methods in Management, UBS, Panjab University, Chandigarh, 10-11 Dec.

  • Mohan, V., Chauhan, S.P. & Chauhan, Daisy (2001), “Are You Aware How Your Personality Effects Your Behaviour?” Global Business Review, 2(2): 289-304.

  • Norgren, P.H. (1965), Pilot Study of Obsolescence of Scientific and Engineering Skills, Columbia University.

  • Prahalad, C. K. & G. Hamel (1990), “The Core Competence of the Corporation”, Harvard Business Review, May-June: 79-91.

  • Pazy, A. (1996), “Concept and Career-stage Differentiation in Obsolescence Research”, Journal of Organizational Behaviour, 17: 59-78.

  • Raudseep, E. (1964), “Improving Engineer Productivity”, Machine Design, 36(1): 83- 86.

  • Reeser, C. (1977), “Managerial Obsolescence – an Organization Dilemma”, Personnel Journal, 56(1): 27-31

  • Sterns, H.L.& Dorsett, J.G. (1994), “Career Development: A Life Span Issue”, Experimental Aging Research, 20: 257-64.


Abstract Views: 581

PDF Views: 0




  • Are You on the Verge of Obsolescence?

Abstract Views: 581  |  PDF Views: 0

Authors

S. P. Chauhan
Shri Ram Centre for Industrial Relations and Human Resources, New Delhi, India
Daisy Chauhan
Management Development Institute, Gurgaon

Abstract


The vastly expanding knowledge base and the rapid technological advancements, undoubtedly, exert pressure on individuals to remain competitive by updating themselves constantly to be able to perform their roles and responsibilities effectively. This article discusses the concept of managerial obsolescence and emphasizes the significance of life-long learning. The paper attempts to understand the symptoms, causes and consequences of managerial obsolescence and provides a questionnaire (in two parts) to identify the extent of and the factors responsible for managerial obsolescence. This information could form the basis for taking remedial action at the individual as well as organization levels. Obsolescence can be tackled by a two-pronged approach wherein individuals take initiative for updating themselves which may help in their career advancement. Organisational interventions ensure that the investment on training leads to desired impacts.

References