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Pandita, Deepika
- An Exploratory Study on the Perception of the Employees towards Organizational Effectiveness
Abstract Views :241 |
PDF Views:114
Authors
Affiliations
1 SIBM Pune, Symbiosis International University, IN
1 SIBM Pune, Symbiosis International University, IN
Source
SAMVAD: International Journal of Management, Vol 10 (2015), Pagination: 121-125Abstract
Employee perception towards their own job and the organization plays a pivotal role in determining the level of organizational effectiveness. Thus, it is essential to understand the construct of employee perception towards organizations with respect to its various dimensions and factors affecting the same. The present study aims to discuss the concept of employee perception towards organization, based on a systematic literature review. An exploratory study was undertaken to understand factors affecting employee perception towards management, their job and co-workers in an auto-component manufacturing company, based in Chakan at Pune. Data was collected through in-depth interviews and focus group discussions. Our study also proposes a few recommendations to help organizations understand the concept of employee perception, factors affecting it and its impact on overall organizational effectiveness on the one hand and to improve employee perception towards organization, on the other.Keywords
Employee Perception, Human Resource, Organizational Effectiveness.References
- Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel psychology, 54(1), 101-114.
- Cameron, K. (2010). Organizational effectiveness. John Wiley & Sons, Ltd.
- Schneider, B., Parkington, J.J., & Buxton, V.M. (1980). Employee and customer perceptions of service in banks. Administrative Science Quarterly, 252-267.
- Tsui, A.S., Pearce, J.L., Porter, L.W., & Tripoli, A.M. (1997). Alternative approaches to the employee-organization relationship: does investment in employees pay off?. Academy of Management journal, 40(5), 1089-1121.
- Shore, L.M., & Wayne, S.J. (1993). Commitment and employee behavior: comparison of affective commitment and continuance commitment with perceived organizational support. Journal of applied psychology, 78(5), 774.
- Emotional Intelligence for Workplace Leaders
Abstract Views :280 |
PDF Views:86
Authors
Source
SAMVAD: International Journal of Management, Vol 5 (2012), Pagination: 63-73Abstract
This paper aims to look at the research-based models of emotional intelligence and explored the role of emotional intelligence in the leaders of the organizations. A growing body of research supporting the value of emotional intelligence in today`s companies is been presented in this paper. The role and importance of emotional intelligence in today`s scenario to gain competitative advantage in the organizations are discussed. To achieve the high goals and expectations of the industry in the 21st century, the intentional inclusion and development of emotional intelligence skills in leaders` of the organization's today has become very vital.Keywords
Emotional Intelligence, Engagement, Retention, Human Resources, Performance.- HR Redefined
Abstract Views :167 |
PDF Views:91
Authors
Affiliations
1 SIBM Pune, IN
1 SIBM Pune, IN
Source
SAMVAD: International Journal of Management, Vol 2 (2011), Pagination: 37-39Abstract
No Abstract.- The Employee Value Proposition - a Key to Attract Performers
Abstract Views :203 |
PDF Views:85
Authors
Affiliations
1 SIBM, Pune, IN
1 SIBM, Pune, IN
Source
SAMVAD: International Journal of Management, Vol 3 (2011), Pagination: 56-61Abstract
No Abstract.- The Essentials of A Healthy Workplace
Abstract Views :182 |
PDF Views:93
Authors
Affiliations
1 SIBM, Pune, IN
1 SIBM, Pune, IN
Source
SAMVAD: International Journal of Management, Vol 4 (2012), Pagination: 87-92Abstract
No Abstract.- A Study on Measuring the Effectiveness of Human Resources in Organizations
Abstract Views :336 |
PDF Views:102
Authors
Affiliations
1 SIBM Pune, Symbiosis International University, IN
1 SIBM Pune, Symbiosis International University, IN
Source
SAMVAD: International Journal of Management, Vol 12 (2016), Pagination: 85-93Abstract
Human resources of an organization are regarded the most important assets than any other tangible and intangible assets. Measuring the effectiveness of HR is important so that the human resources can be managed effectively. Despite several researches by well-known researchers in measuring HR effectiveness, we still tend to get lost while carrying out the process and the process becomes more and more subjective and confusing. The overall results that emerge are that of HR Metrics and Analytics that organizations are now carrying forward in terms of quantifying HR processes and practices while some organizations are also using traditional ways like balanced scorecards. This paper recovers some of the problems being faced by the HRs in different organizations across the globe, and the existing practices that some of the firms are now following in order to quantify HR in their firms found through secondary research. The questions like what to measure? How to measure? When and where to measure? Make measurement of HR processes and practices difficult. This paper includes both qualitative data found which are followed by firms in order to show how HR contributes to business results. A thorough research on the same was conducted. Various articles by well-known HR professionals were read and inferences were noted while looking at the various assumptions that somewhere become a challenge for the HR professionals and what steps are being taken by the organizations and what new innovative practices are coming forward in this field. This helps us to explore and analyze the various HR practices followed by a various firm to measure effectiveness which finally contributes to the business results and help improvise HR measures.Keywords
Analytics, Engagement, Human Resources, Talent.References
- Ulrich, D. (2007). Measuring Human Resources: an overview of practice and prescription for results..
- Jamrog, J. J.&Overholt, H. M.Measuring HR and Organizational Effectiveness.
- Thomson, S. How is the effectiveness of a HR strategy measured.
- Guest, D.& Conway, N.The impact of HR practices, HR effectiveness and a strong ‘HR system’ on organizational outcomes: a stakeholder perspective.
- Robinson, B.Introduction to HR Metrics and Workforce Analytics.
- Betty,R.(Dick).The Next Generation of HR Metrics.
- People Matters.(2016, March). 7(3).
- Retrieved from http://catalinaconsultants.com.au/3-metricsfor-measuring-hr-effectiveness/
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- Retrieved from http://www.mcleanglobal.org/public/MGC/publications/Evaluating%20HR%2005.pdf
- Retrieved from http://catalinaconsultants.com.au/3-metricsfor-measuring-hr-effectiveness/
- Retrieved from http://www.dohertyemployment.com/blog/how-effective-your-hr-department
- Retrieved from http://www.ppma.org.uk/expert-guides/guide-to-measuring-hr-effectiveness/guide-to-measuring-hr-effectiveness-why-is-it-important-/
- Retrieved from http://www.ppma.org.uk/expert-guides/guide-to-measuring-hr-effectiveness/guide-to-measuring-hr-effectiveness-what-to-measure-/
- Retrieved from http://www.quickmba.com/accounting/mgmt/balanced-scorecard/
- Retrieved from http://www.businessballs.com/balanced_scorecard.htm
- Retrieved from http://www.hbs.edu/faculty/Publication% 20Files/10-074.pdf
- Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/hrm.1002/full
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- Retrieved from http://www.tandfonline.com/doi/full/10.1080/09585192.2012.679950?src=recsys
- Retrieved from http://www.aon.com/attachments/humancapital-consulting/2012_Defining_High-Performance_ HR.pd
- HR Effectiveness Survey. (2014). Florida GulfCoast University.
- Walters, G. (2011)TheEffectiveness of Human Resources function within a public utility.
- Yeung, K. A. (Guest Editor). (2014).Introduction: Measuring Human Resource Effectiveness and its impact.
- Ulrich, D.(2010). Measuring Human Resources: an Overview of practice and a Prescription for results.
- Greene,J. R. &Ronza, P. Effective Human Resource Management Strategies.
- Harris, S.(2011, January). The Top Best Practices for the High-Impact HR Organization.
- Retrieved from https://www.researchgate.net/publication/ 233167888_Strategic_human_resource_management_ effectiveness_and_firm_performance, 2001
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- Vijayakumar, K. (2013). Metrics for Measuring HR Effectiveness - HR Scorecard.
- Ramezan, M. (2009, June)Measuring theEffectiveness of Human Resource Information System in national Iranian oil company an empirical assessment.Iranian Journalof Management Studies, 2(2).
- Talent Acquisition:Analysis of Digital Hiring in Organizations
Abstract Views :336 |
PDF Views:90
Authors
Affiliations
1 SIBM Pune, Symbiosis International University, Pune, IN
1 SIBM Pune, Symbiosis International University, Pune, IN
Source
SAMVAD: International Journal of Management, Vol 18, No SP (2019), Pagination: 66-72Abstract
This research paper will focus on the importance of talent acquisition as a function of HR, how it is evolving over the years and how are recruitment strategies changing with the evolving scenario. Attracting, recruiting and retaining quality talent is the paramount priority of organizations. In order to aid our endeavour to bring some clarity to and explore the trends in the area of Talent Acquisition in HR, we have based this paper on a systematic review of literature which seeks to examine the modern thought process and evidence. We conducted an evidence-based review using an integrative synthesis of published peer-reviewed literature on the role technology plays in Talent Acquisition. Emphasis is drawn specifically on reviewing the HR practices of current employers to empower the existence of digitalization and its impact on talent acquisition. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. For this study, the existing studies were predominantly sourced from internet searches and use of management journal databases. The benefits and impact of digitalization have been studied in depth through various studies and researchers. This paper also explores and unites the concept of digitization and Talent Acquisition to arrive at effective decisions with respective to human resources in terms of recognising their contribution vis a viz their cost and thereby developing effective ways of acquiring and engaging talent in the workforce. (Karacay, G. 2018). This research paper focuses on the importance of talent acquisition as a function of HR, how it is evolving over the years and how are recruitment strategies changing with the evolving scenario. Attracting, recruiting and retaining quality talent is the paramount priority of organizations. The research paper also throws light on recruitment through referrals which helps in getting authentic quality talent on board and also the scope of data analytics in hiring and assessment of existing workforce.Keywords
Digitization, Engagement, Human Resources, Talent.References
- Bills D.B., Di Stasio V. & Gërxhani K. (2017). The demand side of hiring: Employers in the labor market. Annual Review of Sociology, 43, 291-310.
- Bonet R. & Hamori M. (2017). Talent intermediaries in talent acquisition. The Oxford Handbook of Talent Management, 249.
- Braojos-Gomez J., Benitez-Amado J., & Llorens-Montes F.J. (2015). How do small firms learn to develop a social media competence? International Journal of Information Management, 35(4), 443-458.
- Burks S.V., Cowgill B., Hoffman M., & Housman M. (2015). The value of hiring through employee referrals. The Quarterly Journal of Economics, 130(2), 805-839.
- Cai, Z. Huang, Q. Liu H. & Wang X. (2018). Improving the agility of employees through enterprise social media: The mediating role of psychological conditions. International Journal of Information Management, 38(1), 52-63.
- Davenport T. H. & Ronanki R. (2018). Artificial intelligence for the real world. Harvard business review, 96(1), 108-116.
- Dirican, C. (2015). The impacts of robotics, artificial intelligence on business and economics. Procedia-Social and Behavioral Sciences, 195, 564-573.
- Fenech R., Baguant P. & Ivanov D. (2019). The Changing Role of Human Resource Management in an Era of Digital Transformation. International Journal of Entrepreneurship, 22(2).
- Haahr L. & Holm A. B. (2018). Chatbots in Human Resource Management. In Robo-Philosophy 2018.
- Hoffman M., Kahn L. B., & Li D. (2017). Discretion in hiring. The Quarterly Journal of Economics, 133(2), 765-800.
- Jarrahi M. H. (2018). Artificial intelligence and the future of work: human-AI symbiosis in organizational decision making. Business Horizons, 61(4), 577-586.
- Karacay G. (2018). Talent development for Industry 4.0. In Industry 4.0: Managing the Digital Transformation (pp. 123136). Springer, Cham.
- Marler J. H., & Boudreau J. W. (2017). An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), 3-26.
- Morschheuser B., Hamari J., Koivisto J., & Maedche A. (2017). Gamified crowdsourcing: Conceptualization, literature review, and future agenda. International Journal of Human-Computer Studies, 106, 26-43.
- Ployhart R.E., Weekley J.A., & Dalzell J. (2018). Talent without Borders: Global Talent Acquisition for Competitive Advantage. Oxford University Press.
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- Stone C.B., Neely A.R., & Lengnick-Hall M.L. (2018). Human Resource Management in the Digital Age: Big Data, HR Analytics and Artificial Intelligence. In Management and Technological Challenges in the Digital Age (pp. 13-42). CRC Press.
- Wilson H.J., Daugherty P., & Bianzino N. (2017). The jobs that artificial intelligence will create. MIT Sloan Management Review, 58(4), 14.
- Retrieved from: http://staffing.compunnel.com/en/blog/2017/august/5-future-trends-in-talent-acquisition/
- Retrieved from: https://www.peoplematters.in/article/talent -acquisition/talent-acquisition-in-india-decoding-trends-future-and-challenges
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