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Jha, Sumi
- Human Resource Practices in Indian SMEs – An Exploratory Study
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Affiliations
1 National Institute of Industrial Engineering, Mumbai, IN
1 National Institute of Industrial Engineering, Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 50, No 4 (2015), Pagination: 680-695Abstract
The growing potential of Small and Medium size Enterprises (SMEs)as nurseries for entrepreneurship, employment and innovation is well recognized. Efficiently managed human resource practices significantly contribute to organizational performance. The objective of this research is to explore the human resource policies and practices in Indian SMEs. A qualitative study on eight SMEs in India was undertaken to examine the existing human resource (HR) practices areas across the HR value chain (recruitment, training, performance management and compensation).
- Human Resource Development Management & Training as Antecedents for Strategy Integration
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Authors
Affiliations
1 Organizational Behavior & Human Resource Management, IN
2 Strategy Management, National Institute of Industrial Engineering, Powai, Mumbai 400087., IN
3 Human Resource Management and Organisational Behavior, Goa Institute of Management, Goa, IN
1 Organizational Behavior & Human Resource Management, IN
2 Strategy Management, National Institute of Industrial Engineering, Powai, Mumbai 400087., IN
3 Human Resource Management and Organisational Behavior, Goa Institute of Management, Goa, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 52, No 1 (2016), Pagination: 129-143Abstract
This study develops a model by establishing the relationship of strategy integration with human resource development management, training, leadership and organization structure. The study was conducted by a structured survey questionnaire on 402 managers of manufacturing organizations in India, employed in both private and public sector firms. The data was analyzed using SPSS 20 and AMOS 18 for structural equation modeling.The results of the study indicated that the exogenous variables were human resource development management and training. The intervening variables were leadership and organization structure. The endogenous variable was strategy integration.- Development of a Firm Level Strategic Shared Leadership Scale
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Authors
Affiliations
1 National Institute of Industrial Engineering (NITIE), Vihar Lake Road, Mumbai-400087, IN
1 National Institute of Industrial Engineering (NITIE), Vihar Lake Road, Mumbai-400087, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 52, No 3 (2017), Pagination: 499-514Abstract
The concept of shared leadership at strategic level has been examined in this article. Strategic shared leadership has been defined as the process of two or more leaders based on formal structure and their informal influence shapes strategic decisions of organizations. Data was collected based on structured questionnaire survey of managers and analyzed using exploratory and confirmatory factor analysis. A scale has been developed to operationalize the concept which has five factors: Informal Authority Base, Financial Decision, Future Direction Setting, Open Communication, Organizational Change, and Formality. The factors are made up of items characterizing the shared leadership process based on collective decision-making, informal and formal sharing of roles and responsibilities.- Effectiveness of Performance Management System
Abstract Views :233 |
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Authors
Sumi Jha
1,
Suman Kumar Jha
2
Affiliations
1 National Institute of Industrial Engineering, Mumbai, IN
2 Human Resource Department, Indian Register of Shipping (IR Class), Mumbai, IN
1 National Institute of Industrial Engineering, Mumbai, IN
2 Human Resource Department, Indian Register of Shipping (IR Class), Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 1 (2018), Pagination: 79-93Abstract
The purpose of the article is to understand the effectiveness of performance management system of organization. Authors have tried to extract the parameters of performance management effectiveness from employees of the organization. HR employees of the organization were facilitators. This article has based its argument on agency theory. Thus, based on the results a framework of effective performance management system (PMS) has been proposed.References
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- Development of Managerial Competency Scale:A Telecom Sector Study
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Authors
Affiliations
1 National Institute of Industrial Engineering (NITIE), Vihar Lake, Powai, Mumbai 400087, IN
1 National Institute of Industrial Engineering (NITIE), Vihar Lake, Powai, Mumbai 400087, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 2 (2018), Pagination: 321-333Abstract
Managerial competencies engender employees’ effective job performance and are a great tool for exploring the unknown potential of employees through appropriate human resource practices. Measuring managerial competencies is a method of knowing the underlying characteristics of an employee and its conduciveness for a particular job. This study develops a scale to gauge the presence of managerial competencies in managers contributing in organizational growth. Telecom industry was selected for research and sample identified was its middle level managers of whom 108 were studied. Since these managers liaison between top and lower level employees, their competencies define organizations’ success. The Managerial Competency Scale measured Analytical Thinking, Interpersonal Relationship, Decision Making, Emotion Handling and Innovativeness.References
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- Determinants of Team Performance: Mediating Role of Team Reflective Learning & Team Trust
Abstract Views :93 |
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Authors
Sumi Jha
1,
Nitin Vazirani
2
Affiliations
1 Associate Professor (OB & HR Area), National Institute of Industrial Engineering (NITIE), Mumbai 400087, IN
2 Professor (OB & HR Area), SIES College of Management Studies, Navi Mumbai, IN
1 Associate Professor (OB & HR Area), National Institute of Industrial Engineering (NITIE), Mumbai 400087, IN
2 Professor (OB & HR Area), SIES College of Management Studies, Navi Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 3 (2021), Pagination: 521-536Abstract
The purpose of the study is to understand the effect of team efficacy, team composition, team trust and team reflective learning on team performance of an informal sports team organi sed duri ng Indian festival Janamashtami. We contacted teams which performed the sport during the Janamashtami festival. The team members are termed as Govinda’s. The team was contacted during practice session to get data at the right frame of mind. The study collected sample from 50 Govinda teams, havi ng 434 t eam members. Resul t s showed significant relationship of team efficacy and team composition with team performance. The mediating effect of team trust and team reflective learning was also significant.References
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