Artículos de revistas sobre el tema "Indian organisation"
Siga este enlace para ver otros tipos de publicaciones sobre el tema: Indian organisation.
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte los 50 mejores artículos de revistas para su investigación sobre el tema "Indian organisation".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Explore artículos de revistas sobre una amplia variedad de disciplinas y organice su bibliografía correctamente.
1
Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India". Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (20 de agosto de 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
Texto completoResumen
This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
2
Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies". World Journal of Educational Research 8, n.º 2 (10 de marzo de 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
Texto completoResumen
The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
3
Singh, Gurinder y Inderpreet Singh Ahuja. "An evaluation of just in time (JIT) implementation on manufacturing performance in Indian industry". Journal of Asia Business Studies 8, n.º 3 (29 de julio de 2014): 278–94. http://dx.doi.org/10.1108/jabs-09-2013-0051.
Texto completoResumen
Purpose – The purpose of this paper is to create awareness of contributions made by just-in-time manufacturing (JIT) practice towards building performance measures in Indian manufacturing industry. Implications of JIT implementation issues in Indian manufacturing industry have been critically evaluated in this paper. Design/methodology/approach – While conducting this study, survey of reasonable number of manufacturing organisations have been made so as to ascertain contributions made by JIT initiatives in the Indian manufacturing industries for achieving major performance measures. The correlations between various JIT implementation dimensions and performance parameters have been worked out by employing various statistical tools and bringing out significant factors contributing effectively towards achieving manufacturing performance measures. Findings – The study divulges that attitude of management, participation of workers, relationship of organisation with suppliers and customers, adoption of latest manufacturing methods and successful adaptation of effective JIT initiatives can significantly contribute towards enhancing performance measures in the organisation. The study also reveals that the holistic JIT manufacturing methods outscore the traditional manufacturing practices towards improving the manufacturing performance. The study highlights that detailed JIT implementation over a reasonable period can greatly contribute towards achievement in performance of organisation. Originality/value – The present study analyses the impact of JIT manufacturing method on performance of organisation and highlights the need for aligning organisational efforts in establishing manufacturing methods for attaining improvements in performance of manufacturing organisations. The paper highlighted the status of JIT manufacturing initiatives in the Indian context and the preparedness of Indian manufacturing industry to meet the challenges imposed by the Western world by employing aggressive JIT manufacturing strategies.
4
Anuradha, R. "Organisational Renewal in the Context of Indian Banks". Vision: The Journal of Business Perspective 2, n.º 2 (julio de 1998): 34–38. http://dx.doi.org/10.1177/09722629x98002002007.
Texto completoResumen
Large organisations evolve through different life cycles. Size, age, spread and ownership factors determine their response pattern and potential to sustain over the years. Based on the author’s consultancy experience, this paper describes in detail the conceptual and practical perspectives of organisational renewal in banks as service organisations. As the external environment is becoming turbulent and rapidly changing, many traditional and bureaucratic organisations suffer from the inability to plan and execute necessary internal changes. Transforming large organisations from reactive to proactive enterprises is a constant source of concern to the top management members. This paper emphasises the need for integrating plan and action for the renewal effort to provide long term benefit to a declining organisation.
5
Srivastava, Sweta. "Explorations in Police Organisation: An Indian Context". International Journal of Police Science & Management 11, n.º 3 (septiembre de 2009): 255–73. http://dx.doi.org/10.1350/ijps.2009.11.3.125.
Texto completoResumen
The research is concerned with understanding the role of organisational justice, and the parameters of organisational support mechanisms in the sustenance and enhancement of psychological well-being, which in turn was postulated to contribute to a number of organisationally relevant outcome variables, with a focus upon the target group of a security-service organisation personnel. The sample consisted of 270 male lower and middle level respondents from a government security-service (police) organisation, who were located in the eastern, central, and western parts of a large state of north India. Major findings were that internal motivation, ego-resilience, well-being, and organisational justice were significant positive predictors of organisationally relevant outcome variables. Further, organisational justice, and organisational support were found to be positive contributors to well-being, which apparently was needed to alleviate the sense of a lack of psychological well-being that seemed to prevail among the respondents.
6
K., Jnaneswar y Gayathri Rajendrababu. "Testing the Effect of Psychological Ownership and Organisational Justice on Employees’ Readiness to Change: Empirical Evidence from Indian IT Industry". IIMS Journal of Management Science 14, n.º 1 (31 de enero de 2023): 107–22. http://dx.doi.org/10.1177/0976030x221119568.
Texto completoResumen
To survive in a volatile and uncertain business environment, organisations need to adjust, evolve and progress. The ability to quickly adapt to change gives a competitive advantage to the organisation. Therefore organisations should understand and improve various factors which predict employee readiness to change. The primary objective of this study was to assess the impact of organisational justice and psychological ownership on employee readiness to change in the Indian IT industry. A cross-sectional research design was adopted for the study, and the respondents include 211 full-time employees from different organisations in the Indian IT industry. Findings revealed that both organisational justice and psychological ownership has a positive relationship with employee readiness to change. The results of multiple linear regression also established that organisational justice and psychological ownership jointly predict employee readiness to change. The present study, grounded on the psychological theory of social exchange and social exchange theories, enriches the existing literature about employee readiness to change and offers important implications for practitioners.
7
Malhotra, Ashok. "Indianness and Organisation Development". NHRD Network Journal 13, n.º 3 (julio de 2020): 282–95. http://dx.doi.org/10.1177/2631454120951880.
Texto completoResumen
Anglo-Saxon notions, when deployed in societies like those in India, often become a source of stress and tension, causing waste of human energy and potential. This article traces Indian civilisational predispositions and their uneasy relationship with the prevailing corporate imperatives, exploring these as problematics in the action world of organisations and also as opportunities that need managerial attention in such a context. The author acknowledges the nuances that stem from civilisational uniqueness and underpins it in Indian diversity of contexts and major discontinuities in its geopolitical history. Implications for the organisation development (OD) practitioner in Indian context follow from this unique analytical frame.
8
Nasir, Zafar Mueen. "S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00." Pakistan Development Review 48, n.º 1 (1 de marzo de 2009): 100–101. http://dx.doi.org/10.30541/v48i1pp.100-101.
Texto completoResumen
Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform at the highest level of their capacity. The modern HRM views manpower as resource and asset of the organisation rather than just considering it burden on the resources. Usually large national and international businesses utilise these services due to their multidimensional operations and sizable employment. Small businesses carry out these activities by themselves to save cost associated with full-or part time help. However, they generally ensure that employees have—and are aware of— personnel policies conform to prevailing regulations. These policies are developed by the HRM professionals in the form of employee manuals and handbooks.
9
Narayanamurthy, Gopalakrishnan y Vijay Pereira. "Indian Railways: rail ways for Indians". Emerald Emerging Markets Case Studies 6, n.º 1 (29 de abril de 2016): 1–30. http://dx.doi.org/10.1108/eemcs-07-2015-0154.
Texto completoResumen
Subject area Human Resource Management and Public Sector Management. Study level/applicability The target audiences for the case study are BSc, MSc and MBA students and management trainees and executives who are interested in learning the human resource (HR) practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of their employees and their employee’s family which, in turn, motivates them to contribute more efficiently and effectively for the organisation. Even senior management teams could be targeted in executive education programmes as this case discusses time-tested HR practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers. Case overview India has and is undergoing sweeping economic changes lately. There are several organisations that have supported this positive change. Of these, one such organisation, which shouldered the infrastructural burden of the transportation sector in India’s growth story, was the 160-year-old Indian Railways (IR), the world’s largest commercial employer. IR’s profit over the past few years was a far cry from its loss-making days, which tempted the government of India to consider privatisation in 2001. The transformational turnaround would not have been possible but for IR’s employees. After celebrating IR’s 160th anniversary in 2013, the case organisation wished to revisit its HR practices to understand its recent economic transformations and to strategise how they can improve and sustain maximum efficiency in future. The objective of this case study is to understand the “people side” of IR by explaining its current HR practices and to investigate and identify changes over the years so that changes then can be implemented in the context of HR practices for the future. Hence, the case attempts to explain the role of HR management in IR’s turnaround strategies. Resistance exhibited by IR staff towards its recent initiative of enterprise resource planning (ERP) implementation across India due to fear of job losses and insecurity is also discussed in the case. Teaching note for this case study explains existing people management frameworks published in the research literature to class participants by applying it to the case company. In addition, the teaching note also discusses how chief personnel officers (CPOs) of IR can pursue the change initiatives among the employees with least resistance. Changes/initiatives that can be imbibed by the CPOs in the existing HR practices to overcome the resistance exerted by the employees and to improve the existing system are also discussed. Expected learning outcomes This case study’s primary objective is to provide a comprehensive understanding of the HR practices being followed in IR, the world’s largest commercial employer. The case also attempts to assess the ERP system initiative by IR and analyse how it can be imbibed into the existing IR’s HR system. In short, the case study attempts to answer the following assignment questions which form the learning objectives of this case study: What are the HR practices that are being followed in the world’s largest commercial employer? How are the HR practices followed helpful in the retention of employees? How can IR pursue the change initiatives, especially ERP implementation, among the employees without any resistance? What are the changes/initiatives that can be imbibed in the HR practices to improve the existing system? Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.
10
Banerjee, Reetwika. "Fighting Out the Challenge of Lack of Suitable Marketing Talents in Indian Organization". International Journal of Science, Engineering and Management 9, n.º 8 (11 de agosto de 2022): 49–50. http://dx.doi.org/10.36647/ijsem/09.08.a010.
Texto completoResumen
Talents are the most important assets of any organisation. It applies to the marketing function also. To manage the talent, it needs constant attention and effort from the organisation’s side. Identifying, defining and refining own talents are by far the most crucial challenge which generally any organisation faces.
11
Siddiqui, Rehana. "Sangeetha Purshothaman. The Empowerment of Women in India— Grassroots Women’s Network and the State. New Delhi: Sage Publications, 1998. Hardbound. Indian Rs 450.00. Paperback. Indian Rs 250.00. 384 pages." Pakistan Development Review 37, n.º 2 (1 de junio de 1998): 193–97. http://dx.doi.org/10.30541/v37i2pp.193-197.
Texto completoResumen
This study discusses the impact of the new organisational structure emerging in India to improve the status of rural women. The objectives of the study are twofold: first, it intends to explore the possibility of small organisations working together to have an impact at the local level; the second issue is the sustainability of such an arrangement. The study concentrates on the experience of the Swayam Shaikshan Prayog (SSP) in the Indian state of Maharashtra. The basic theme of this organisational set-up is that women know best what they want and what solutions work for them. The SSP’s networking process allows for an organisation which can bargain, interface with, and transfer resources from the state to poor women, as well as maintain the flexibility to adapt to statewide policy changes and the local conditions faced by them.
12
Mathew, Jossy y Emmanuel Ogbonna. "Organisational culture and commitment: a study of an Indian software organisation". International Journal of Human Resource Management 20, n.º 3 (marzo de 2009): 654–75. http://dx.doi.org/10.1080/09585190802707433.
Texto completo
13
S, Parimala y Judu Ilavarasu. "Self-determination Theory and Indian Wisdom". NHRD Network Journal 15, n.º 4 (octubre de 2022): 438–45. http://dx.doi.org/10.1177/26314541221123103.
Texto completoResumen
Self-determination theory (SDT) has become a prominent motivational theory. It suggests the existence of three fundamental psychological needs: autonomy, competence and relatedness. When these three needs are pursued and met to varying degrees, the motivation will be self-sustaining and the resulting behavioural change will be long-lasting. This is essential for the growth and sustenance of the organisation. We attempted to discuss the role of SDT in organisational behaviour and to present a few concepts of Indian philosophy, such as karma yoga, bhakti yoga and jnana yoga, that are pertinent to the practical implementation of SDT in organisational settings. We contend that combining SDT with these Indian thoughts can result in a harmonious, self-sustaining organisational system.
14
Mahendiren, Dinesh Babu y Bijay Prasad Kushwaha. "Impact of Leadership Style and Perceived Organizational Support on the Organizational Citizenship Behaviour of Librarians in Indian Universities". Indian Journal of Information Sources and Services 13, n.º 2 (14 de noviembre de 2023): 22–29. http://dx.doi.org/10.51983/ijiss-2023.13.2.3783.
Texto completoResumen
This paper aims to analyse the Organizational Citizenship Behaviour (OCB) of librarian employees in Indian university. Further, with the support of the organization and the transformational leadership style (TL) how the employee perceives their values and replicate them in the organization. This study reveals the influence of the social exchange theory on employee reciprocity and behaviour. Transformational leadership enhance the citizenship behaviour of librarian in the university and the employee perceive that the organizational support (POS) their initiation and decision they reciprocally show their citizenship behaviour. The data was received from 121 university librarians at an Indian institution. To analyse the structural relationships in the study framework, a partial least squares approach was employed. The findings show that TL has a positive impact on organisational citizenship behaviour, and POS mediates the impact of organisational citizenship and transformational leadership. Furthermore, when organisations and leaders encourage and value their employees’ efforts, the employee exhibit citizenship behaviours in the organisation. The theoretical and practical implications are discussed.
15
Srinivasan, Vasanthi. "Understanding the Human Resource Challenges in Not-for-profit Organisations from a Lifecycle Perspective". Journal of Health Management 9, n.º 2 (mayo de 2007): 189–99. http://dx.doi.org/10.1177/097206340700900203.
Texto completoResumen
In the last two decades not-for-profit organisations in emerging countries like India have witnessed a phenomenal growth. This growth has been managed through a variety of organisational forms and structures. The complexity arises because the basic structure of the NGOs is a project organisation. Most Indian NGOs are externally funded and this funding is often provided only for a project. The projects are expected to deliver a set of activities and are necessarily short term in nature. An NGO often executes multiple projects simultaneously. As a consequence of this, the project tends to gain prominence compared to the organisation. The vital question that many NGOs have to engage with is: are we an organisation or are we a set of projects? An organisation by its very definition exists in perpetuity, while the life of a project is often specified and limited. This article will explore the challenges that NGOs face in their lifecycle of growth—evolving from a single project-based entity into a vision-led professional entity. The lifecycle view of organisations proposed by Greiner (1998) postulates that they move through five stages of development, and each stage is accompanied by a period of crisis. The article will present each of the five stages and the crises, and the resulting implications for organisations in terms of their vision, structure, strategies and human resource practices. The focus of the article will be on understanding the appropriate human resource strategies and practices that NGOs will have to engage with in the various stages of growth.
16
Mohsin, Waleed. "Jane Smith. Empowering People. New Delhi: Kogan Page India (Pvt.) Limited. 2002. 119 pages. Indian Rs 140.00." Pakistan Development Review 42, n.º 1 (1 de marzo de 2003): 83–85. http://dx.doi.org/10.30541/v42i1pp.83-85.
Texto completoResumen
Managing organisations and managing people in our ever-changing and complex environment is a tough task, which requires integration on the part of the management and the workforce. Empowerment is a buzzword these days, and almost all organisations are focusing on using empowerment as a means of adapting to an environment of fast-changing business world. Empowerment does not only benefit the organisation but also the individuals involved. In the process, both those who are empowering and the ones who are being empowered share decision-making. Thus, empowerment is a mutual process, which is vital to the success of the organisation and all those linked to the organisation directly and indirectly. It is surely one of the most common business trends, and certainly an issue which all good managers should be aware of.
17
Ganguly, Aniruddha. "HR Dynamics in Family-managed Businesses in India". NHRD Network Journal 13, n.º 1 (enero de 2020): 48–61. http://dx.doi.org/10.1177/2631454119894742.
Texto completoResumen
Out of the 100 largest companies listed in India in terms of market cap, more than 50 per cent are family managed. Indian family-managed companies have a distinct organisational culture. Organisational culture shapes and re-shapes people management, influenced by several factors—stage of evolution of the organisation, environmental/economic challenges and owner family culture. The way the owner family conducts itself embodies family governance. Family governance influences corporate governance. Human resource management (HRM) is an essential element of corporate governance. Nature of HRM in family-managed companies is significantly influenced by the way the owner family drives it. Some of the large Indian family-owned companies are consistently high on market cap because they are able to attract and retain the best talent. They can do this consistently because the best talent gets attracted to the best HR practices in an organisation. There is increased awareness of this among Indian owner families and they are now adopting world-class people practices to attract the best talent from the market. Soon we shall have many more Indian family-owned companies indistinguishable from western family-owned companies in terms of people practices.
18
Singh, Darshan. "World Trade Organisation – An Indian Perspective". India Quarterly: A Journal of International Affairs 56, n.º 3-4 (julio de 2000): 113. http://dx.doi.org/10.1177/097492840005600310.
Texto completo
19
Negi, Pooja Singh y R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective". Journal of Entrepreneurship and Innovation in Emerging Economies 5, n.º 1 (enero de 2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.
Texto completoResumen
Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation ( r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness.
20
Chakraborty, Shreyashi y Leena Chatterjee. "Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry". Equality, Diversity and Inclusion: An International Journal 39, n.º 6 (8 de abril de 2020): 667–88. http://dx.doi.org/10.1108/edi-04-2019-0124.
Texto completoResumen
PurposeThe Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.Design/methodology/approachInspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.FindingsSize of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.Research implicationsThis study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.Originality/valueDiversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.
21
Valk, Reimara, Mandy Van der Velde, Marloes Van Engen y Betina Szkudlarek. "Warm welcome or rude awakening?" Journal of Indian Business Research 7, n.º 3 (17 de agosto de 2015): 243–70. http://dx.doi.org/10.1108/jibr-09-2014-0064.
Texto completoResumen
Purpose – The purpose of this exploratory, empirical study is to gain insight into repatriation experiences and repatriate turnover intention of employees from India and The Netherlands who either were or had been on international assignments in the respective countries. Design/methodology/approach – Interviews were conducted with 25 Dutch and 30 Indian international assignees (IAs) and repatriates in both India and The Netherlands. Thematic analysis resulted in four themes: met and unmet expectations of career advancement opportunities; knowledge transfer and labour marketability; economic growth versus economic recession and alternative employment opportunities; and boundaryless careers: adventure and entrepreneurship. Findings – Repatriate expectations about the use of knowledge, skills and abilities gained in the host country moderate the relationship between the macro-economic situation of the home country and repatriate attrition/retention, such that met expectations of Indian respondents decreased their intention to leave the organisation, even in a conducive macro-economic context with ample alternative employment opportunities. Unmet expectations of Dutch respondents increased their intention to leave the organisation, even in an unfavourable macro-economic context with few alternative employment opportunities. Research limitations/implications – The sample of Indian and Dutch IAs and repatriates may limit generalisation of the findings to samples from other countries with distinct cultural contexts and macro-economic conditions. Practical implications – Global organisations that set realistic expectations about re-entry career opportunities for repatriates, facilitate knowledge transfer after repatriation, and adequately respond to boundaryless career ambitions of repatriates, can reduce repatriate turnover intention and attrition. Originality/value – This study shows that repatriate attrition versus retention is embedded in the macro-economic context of the home country, leading to three types of career mobility upon completion of an international assignment: intra-organisational mobility; organisational boundary-crossing; and geographical boundary crossing.
22
Patky, Jahnavi y Shivendra Kumar Pandey. "Does Flexibility in Human Resource Practices Increase Innovation? Mediating Role of Intellectual Capital". South Asian Journal of Human Resources Management 7, n.º 2 (10 de julio de 2020): 257–75. http://dx.doi.org/10.1177/2322093720934243.
Texto completoResumen
Building on resource-based view theory, this article investigates the impact of human resource practice flexibility (HRPF) on innovation performance with (a) the mediating role of intellectual capital (IC) and (b) moderating role of the industry type (service or manufacturing) of an organisation. We empirically examined the relations using a survey dataset of managers of 257 Indian organisations. We have used the structural equation modelling method for data analysis. Findings of the moderated mediation analysis revealed that IC mediates the relationship between HRPF and innovation performance (a) partially when the organisation operates in the service industry and (b) fully when an organisation operates in the manufacturing industry. Additionally, our study explains the underlying mechanism governing the same relationship.
23
Ann Alexander, Anu, Shishir Jha y Ashish Pandey. "Understanding how hybrid organisations tackle social challenges". South Asian Journal of Business Studies 9, n.º 2 (23 de diciembre de 2019): 193–213. http://dx.doi.org/10.1108/sajbs-02-2019-0031.
Texto completoResumen
Purpose The purpose of this paper is to examine how hybrid organisations combine institutional logics to tackle complex social needs. Design/methodology/approach A multiple case study design was followed, and cases were selected using a two-staged sampling process. Using qualitative analysis, the mechanisms through which logics are selected, prioritised and get integrated in the strategies and practices of these organisations are illustrated. Findings The study contributes to the literature on hybrid organisations and their ability to address social problems in two important ways. First, the paper reveals through the concept of institutional rationality why market-based organisations emerge to address complex social needs in a complex institutional context. Second, the study demonstrates that there is heterogeneity in how logics are blended externally in their strategies and in how logics are integrated internally within the organisation. Research limitations/implications All the cases are selected from India; hence the possibility that the findings are valid only for countries with similar institutional and socio-economic contexts cannot be negated. Practical implications The policy implication is that if business organisations should embrace social goals substantively, a regulation in the form of CSR is not enough. Instead, there should be institutional provisions to promote such hybrid organisational forms where alternative logics such as community, profession, etc., are part of the core logics of the organisation. Originality/value This study connects the strategic choices of organisations with their institutional logics’ configuration in the Indian context.
24
Gupta, Vikas. "Talent management dimensions and its relationship with Generation Y employee’s intention to quit: an Indian hotel perspective". International Journal of Tourism Cities 6, n.º 3 (13 de agosto de 2019): 583–600. http://dx.doi.org/10.1108/ijtc-02-2019-0018.
Texto completoResumen
Purpose The purpose of this paper is to determine the causal relationship between talent management dimensions such as perceived organisational support (POS), human capital index and its influence on the turnover intentions of Generation Y employees in Indian hotel industry. This research will also examine how the intension of hotel employees to quit relates to the talent management practices (TMP) in the Indian hotel establishments. Design/methodology/approach This research will suggest an integrated conceptual model based on earlier literature where the significant relationships between the relevant constructs will be confirmed. For data collection, a cross-sectional survey plan will be used to collect data from the Generation Y employees working in the 5-star hotels across India. This technique is appropriate for the descriptive and predictive functions associated with correlation research and for measuring the inter-relationship amongst several variables used in the study. Findings Pearson correlations was applied which exhibited a practically substantial positive relationship between the organisation’s TMP and POS. It was also found that the perceived supervisor support does not mediate the relationship between TMP and intention to quit. The results of this research also approve that employees’ perception regarding the organisation’s actions has direct consequence on their perception of support from their supervisors. The research also found essentially significant negative association between POS and the employee’s intention to quit, where high levels of POS is associated with a reduced employee’s intention to quit the hotel organisation. Originality/value This study confirmed a causal relationship amongst the relevant construct, i.e. perceived TMP, the POS, the supervisory support and the Generation Y’s intention to quit. It also provided an understanding for the management to comprehend upon the perceptions regarding TMP and support and how it influences an employee’s intent to leave the organisation in the Indian hotel industry.
25
Mehta, Jaskiran. "An Interesting Journey of an LGBTQ Professional". NHRD Network Journal 14, n.º 3 (julio de 2021): 346–49. http://dx.doi.org/10.1177/26314541211030591.
Texto completoResumen
LGBTQ individuals represent a diverse spectrum of society, and the community has grown in visibility and profile socially and professionally over the past decade, coupled with a more favourable social environment. Organisational mores and policies have evolved to be more supportive, yet challenges remain. This article focuses on the journey of Neha (name changed to protect privacy), the challenges she faced being perceived as LGBTQ at a marquee Indian organisation, and how she overcame them with the collective support of her peers and organisation.
26
Singh, Ajay Kumar y Rajender Kumar. "Correlates of Professional Obsolescence among Researchers". Defence Science Journal 69, n.º 6 (13 de diciembre de 2019): 557–63. http://dx.doi.org/10.14429/dsj.69.15043.
Texto completoResumen
Obsolescence setting in the employees of the organisations significantly hampers the organisational productivity. An empirical investigation of the associated factors and the efforts to minimise them help in designing strategies to deal with obsolescence and maintain optimum effectiveness of the organisation. As an attempt in this direction, the present study aimed at exploring the role of literature-suggested correlates of obsolescence in case of researchers in an Indian government organisation. The sample included 200 participants (146 males and 54 females) working as researchers in government scientific institutions with service experience ranging from two to 30 years. The participants were administered with standardised measures of obsolescence, work engagement, work motivation, resistance to change, organisational climate, human resource management (HRM) Policies and Practices, and Self Esteem. The obtained data were analysed with correlation and regression analyses. The findings revealed that in the target population obsolescence due to both organisational and individual level factors was found significantly and positively correlated with amotivation and resistance to change; whereas, negatively correlated with work engagement, organisational climate, HRM policies and practices, intrinsic motivation, and self-esteem. Regression analyses indicated that adequate recognition of efforts, better training and development, qualitative work availability (pressure), and enhanced concern to optimally maintain the intrinsic motivation and dedication of employees are significant factors for keeping check on obsolescence. The findings are explained and discussed in details.
27
Dowling, Ross K. "Foundation of the Indian Ocean Tourism Organisation". Tourism Management 16, n.º 8 (diciembre de 1995): 625–26. http://dx.doi.org/10.1016/0261-5177(95)90077-2.
Texto completo
28
Gokarna, Poojaa y Bala Krishnamoorthy. "Critical Success Factors for Corporate Social Responsibility implementation: An Exploratory Evidence from India". DESIGN, CONSTRUCTION, MAINTENANCE 3 (11 de julio de 2023): 160–78. http://dx.doi.org/10.37394/232022.2023.3.12.
Texto completoResumen
The concept of Corporate Social Responsibility (CSR) has captivated the attention of business, academia, civil society, and governments and has gained a new dominance within the world economy. The concept is deep rooted within the Indian ethos, evolving over a period of time to gain strategic role within the organisations. India made CSR mandatory for profit making companies by introducing the Companies Act, 2013. Despite the enormous studies around various aspects of CSR, there is limited understanding of how the current business environment and mandatory administrative mechanism together with the managerial dynamics shape the critical success factors (CSFs) imminent for the CSR success of any organisation within the Indian context. This exploratory research based on meaning making of the managers utilizes semi-structured interviews of 37 CSR executives from Indian corporations, NGOs and consulting domains. Thematic analysis has been utilized to analyse the data which provides five unique CSFs that ensures a firm’s success for CSR activities thereby further putting forth a conceptual framework for development of sustainable CSR project. It is one of the first studies to explore the CSFs necessary for CSR implementation in India thereby integrating CSR implementation with organisational CSR performance.
29
Punia, B. K. y Priyanka Sharma. "Employees' Perspective on Human Resource Procurement Practices as a Retention Tool in Indian IT Sector". Vision: The Journal of Business Perspective 12, n.º 4 (octubre de 2008): 57–69. http://dx.doi.org/10.1177/097226290801200406.
Texto completoResumen
Employee Retention is the biggest challenge that Human Resource Management is facing today. The uncertainty of a changing economy, increasing competition and diversity in the workplace have compelled the organisations to hold on to their top performers at whatever cost they have to pay. It is a very difficult task for the recruiters to hire professionals with right skills set all over again. Thus the focus has shifted from ‘numbers' to ‘quality’ and from ‘recruitment’ to ‘retention.’ Many organisational human resource management practices play dominant role in building employee commitment and loyalty. Out of the plentiful practices, the procurement practice facilitates the entry of an employee in an organisation. Hence keeping in view the significance of this function, the researchers have ventured to investigate the influence of procurement practices on employees ‘retention intentions in the Indian IT industry. This paper studies the influence of organisational procurement practices on employee retention intentions on the basis of personal and positional variables of employees. It also examines the variations in the corporate perception on the procurement practices as a retention tool for IT Personnel.
30
Ananthanarayanan, Raghu. "Pedagogical Contextualisation and Integration Challenges for Organisation Development in India: Cultural Wisdom and Rational Modernity in Organisations". NHRD Network Journal 13, n.º 3 (julio de 2020): 324–39. http://dx.doi.org/10.1177/2631454120953034.
Texto completoResumen
Since the 1970s, Indian organisations adopted the new and imported thrust of management knowledge, orientations, practices and systems. But much of what was imported did not take root, as it did not take into account the latent level of emotional and social universe of Indian managers in which their manifest behaviour is grounded. The role design is based on a picture of the organisation that is drawn from the West, and worse still, its models were colonial. It is dysfunctional for the individual, untenable for society and disempowering for the organisation. Indic wisdom has venerated the quintessential Arjuna. In reawakening and valuing this cultural heritage of ours lies our ability to shape a future free of colonial hangovers and envy of Western ways of being. It is only by awakening the Arjuna power and fostering a deep dialogue that we are going to be able to find creative and regenerative ways of living.
31
Nilanka Chatterjee. "Teachings from Indian Management: The Spirit of Selfless Service". Management Insight 19, n.º 01 (27 de junio de 2023): 15–23. http://dx.doi.org/10.21844/mijia.19.1.2.
Texto completoResumen
Increasingly , a need has emerged to justify the relevance of Indian Management in today’s organisational context and the search toexplore how the Indian shastras , containing the universal and spiritual values of mankind , can help in creating the value based Managersand enlightened leaders who can shape the environment, systems and organisations, where people can work together in joy, offering theirbest for the good of the society , not in competition and tension but in the spirit of camaraderie and bonhomie. The author has clearly triedto bring out that according to Indian Management the concept of work does not merely revolve around meeting our basic needs (food,clothing and shelter) but also it is our opportunity to grow towards infinite perfection and joy. Through attending various conferences andseminars, the author is of the conviction that Indian Shastras have a lot to contribute for managerial processes like Human ResourceManagement, Leadership, productivity, motivation, self -development, organisational effectiveness, corporate governance etc. Theauthor is of the opinion that understanding the Indian behaviour and ethos will help us to come out with an approach and right kind ofManagement style to create harmony and industrial peace. Through this research paper the author has tried to establish relevance ofIndian Management and tried to explain how the work ideals can be applied and have been successfully applied for improved individualproductivity and organisational effectiveness. The author feels privileged to present this bouquet of universal values and ideals to thepractising modern Managers and industry leaders, marked with a a flavour of Indian Wisdom so that in and through excellence in ourwork , we may develop and grow and achieve the penultimate goal of our personal and professional life.Design/methodology/approach: Based on literature review and the contemporary work done the most critical need today in businessleadership is a new kind of leader: authentic leader- and the Indian Management approach can serve as a platform in evaluating theleadership traits and competencies. The efforts involved in evolving and implementing the Indian Management strategies are outlinedthat can be used in developing and inculcating a new culture for leader development and leadership readiness.Findings: The Indian Management approach can pave a new pathway to the corporate culture and is depicted as a means for gauging andevaluating the existing leadership pipeline in an organisation revolving around the scope of this work.Practical implications: Indian Management concepts can help organisations achieve the mission critical goals- helping its leaders tosustain and succeed in uncertain business environment leveraging through the organisational competencies – unleashing the unlimitedpotential.Originality/value: An original piece of work, this research paper can be of immense value not only for the academicians but also for theHR and Talent Development professionals, more in terms of identifying, nurturing and developing vibrant business leaders and thinkersof tomorrow.Keywords: Indian Management, Ethos, Spirituality, Managerial Effectiveness, Models, Systems
32
Pereira, Vijay Edward, Rita Fontinha, Pawan Budhwar y Bimal Arora. "Human resource management and performance at the Indian Railways". Journal of Organizational Change Management 31, n.º 1 (12 de febrero de 2018): 47–61. http://dx.doi.org/10.1108/jocm-04-2017-0157.
Texto completoResumen
Purpose High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. The purpose of this paper is to work towards filling this void, by empirically evaluating HPWP within an Indian public sector undertaking (PSU), also the world’s largest commercial public sector employer: the Indian Railways (IR). Design/methodology/approach The authors investigate whether the practices implemented in this organisation are consistent with the idea of HPWPs, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. The authors focused on six railway zones and interviewed a total of 62 HR practitioners. Findings The results show that most practices implemented are aligned with the idea of HPWPs, despite the existence of context-specific unique practices. Furthermore, the authors identify the influence of multiple stakeholders in decision making concerning different practices. The authors additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated. Originality/value Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the IR.
33
Qureshi, Hanif, James Frank, Eric G. Lambert, Charles Klahm y Brad Smith. "Organisational justice’s relationship with job satisfaction and organisational commitment among Indian police". Police Journal: Theory, Practice and Principles 90, n.º 1 (22 de agosto de 2016): 3–23. http://dx.doi.org/10.1177/0032258x16662684.
Texto completoResumen
The concept of justice plays an important role in shaping the attitudes of citizens towards criminal justice agencies. Additionally, research indicates that police officers’ perceptions of justice within their own organisation can affect their attitudes towards it. Most of the research to date has focused on police officers in Western nations; however, the effects of organisational justice could be universal (i.e. cut across different police agencies and nations) or contextual (i.e. vary between cultures). The current study examined the association between perceptions of two dimensions of organisational justice, distributive (fairness in outcomes) and procedural (fairness in procedures/processes), with job satisfaction and organisational commitment among Indian police officers. Ordinary least squares (OLS) regression analysis of survey data collected from 827 officers stationed in the Sonepat and Rohtak districts in the north Indian state of Haryana indicated that perceptions of distributive justice and procedural justice (in terms of promotions and evaluations) had significant positive relationships with both job satisfaction and affective organisational commitment. The findings support the contention that perceptions of organisational justice have important effects on Indian police officers.
34
Srivastava, Dr Supriya. "Negotiation Process and the Role Culture Plays: A Study in the IT Sector in India". Technoarate Transactions on Entrepreneurship and International Business 1, n.º 2 (19 de septiembre de 2022): 1–8. http://dx.doi.org/10.36647/tteib/01.02.art001.
Texto completoResumen
The research article has equally prioritised the negotiation process and organisational culture as both of them have been seen to be interrelated with each other. In case of degradation of the culture of the organisation, the negotiation process has been seen to be hampered within the organisation. IT sector is seen to be the most evolving sector and has been one of the important sectors that have been contributing and will contribute till 2025, especially to the Indian economy. Thus, the economy of the country is dependent on the sector and the sector encompasses IT giants such as Infosys, TCS and others whose organisational cultures have also been discussed in terms of consideration of different strategic partnerships and deals such as the Panaya deal and others. Panaya deal of Infosys has been greatly affected due to the degradation of organisational culture. The findings of the article emphasise that TS has a better organisational culture than Infosys. The article further points out results, where employee retention rates between 2017 and 2018 have been affected within Infosys in comparison with an employee retention rate in respect of employee costs, which have encountered a drastic increase over a period. Due to the resignation of independent directors of the organisation, the organisation culture of Infosys is bound to get affected however; the organisation has carefully managed it through employee cooperation in training and development programmes. Infosys has been supportive of employees that have somehow managed employee retention rates of the organisation. The employees have carefully negotiated the cultural norms. Keywords : Strategic alliance, negotiation, negotiation process, IT sector, and others
35
Narwane, Vaibhav S., Rakesh D. Raut, Vinay Surendra Yadav, Naoufel Cheikhrouhou, Balkrishna E. Narkhede y Pragati Priyadarshinee. "The role of big data for Supply Chain 4.0 in manufacturing organisations of developing countries". Journal of Enterprise Information Management 34, n.º 5 (12 de octubre de 2021): 1452–80. http://dx.doi.org/10.1108/jeim-11-2020-0463.
Texto completoResumen
PurposeBig data is relevant to the supply chain, as it provides analytics tools for decision-making and business intelligence. Supply Chain 4.0 and big data are necessary for organisations to handle volatile, dynamic and global value networks. This paper aims to investigate the mediating role of “big data analytics” between Supply Chain 4.0 business performance and nine performance factors.Design/methodology/approachA two-stage hybrid model of statistical analysis and artificial neural network analysis is used for analysing the data. Data gathered from 321 responses from 40 Indian manufacturing organisations are collected for the analysis.FindingsStatistical analysis results show that performance factors of organisational and top management, sustainable procurement and sourcing, environmental, information and product delivery, operational, technical and knowledge, and collaborative planning have a significant effect on big data adoption. Furthermore, the results were given to the artificial neural network model as input and results show “information and product delivery” and “sustainable procurement and sourcing” as the two most vital predictors of big data adoption.Research limitations/implicationsThis study confirms the mediating role of big data for Supply Chain 4.0 in manufacturing organisations of developing countries. This study guides to formulate management policies and organisation vision about big data analytics.Originality/valueFor the first time, the impact of big data on Supply Chain 4.0 is discussed in the context of Indian manufacturing organisations. The proposed hybrid model intends to evaluate the mediating role of big data analytics to enhance Supply Chain 4.0 business performance.
36
Dutta, Anjali y Santosh Rangnekar. "Co-Worker Support and Communities of Practice". International Journal of Knowledge Management 18, n.º 1 (enero de 2022): 1–17. http://dx.doi.org/10.4018/ijkm.297607.
Texto completoResumen
Communities of practice foster sharing of knowledge in the organisations. For the creation of such an organisational-level practice community, a motivating environment for the development of such practice communities should be created by the support perspective among co-workers, supervisors, and the organisation. The present study examines the relationship between Co-Worker Support and Communities of Practice with mediating role of Personal Interaction. The data was collected from 178 respondents representing the manufacturing and service sector Indian Organisations with various demographic characteristics. In accordance with the hypotheses developed, the findings supported the hypotheses. The structural equation modelling showed the path from co-worker support to communities of practice is mediated by Personal Interaction with highly significant results. The theoretical and managerial implications concerning the importance of support, most importantly co-worker support, are mentioned in the study. Future scope of research is suggested based on the current findings of this study.
37
Chugh, Mitali, Nitin Chanderwal, Rajesh Upadhyay y Devendra Kumar Punia. "Effect of knowledge management on software product experience with mediating effect of perceived software process improvement: An empirical study for Indian software industry". Journal of Information Science 46, n.º 2 (6 de marzo de 2019): 258–72. http://dx.doi.org/10.1177/0165551519833610.
Texto completoResumen
The software development industry is characterised by swift innovation and competition. To survive, software engineering (SE) organisations need to develop high-quality software products in a timely fashion and at low cost. Knowledge-based approaches to software development are extremely supportive to acquiring new knowledge and leveraging existing knowledge from software projects; this enables constant improvement of software development practices. In this empirical study of Indian SE organisations, we study the impact of managing knowledge for perceived software process improvement (PSPI) and its effect on software product quality. Information technology (IT) in knowledge management (KM) is an important facilitator for any SE organisation desiring to exploit evolving technologies for management of their knowledge assets and for carrying out various KM processes of knowledge capture, storage, retrieval and sharing. Surveys collected from Indian SE organisations were analysed to propose a model using a structured equation modelling (SEM) technique. Our findings reveal that the relation between KM and quality of software product is positively mediated by PSPI. These findings reinforce an arena that is of growing importance to researchers and practitioners and which has seen only a limited number of empirical studies to date in the context of Indian SE organisations.
38
Santhesegaran, Sashidharan y Kamaruzzaman Abdul Manan. "NGO BRANDING: FACTORS THAT AFFECT THE BRAND TRUST OF GOPIO". Asian Journal of Applied Communication 12, n.º 1 (2 de junio de 2023): 1–15. http://dx.doi.org/10.47836/ajac.12.01.01.
Texto completoResumen
Branding enables recognition, connects people, and supports an organisation to accomplish its mission. However, many Non-Governmental Organisations (NGOs) have limited expertise, facilities and financial capacity to focus on branding and to evaluate its impact. This paper studies the branding of NGOs in Malaysia by evaluating public perception towards the Global Organisation of People of Indian Origin (GOPIO) and the factors that affect public trust in the NGO. This research engaged three variables from Aaker’s Brand Equity Theory, namely Brand Awareness, Brand Loyalty and Brand Association as independent variables while placing Brand Trust as the dependent variable. The researchers conducted a quantitative survey on members, associates and friends of GOPIO in Malaysia and analysed the data through descriptive, correlation and multiple regression methods. The research found that Brand Awareness, Brand Loyalty, Brand Association and Brand Trust have positive relationships with one another. Brand Association was the best contributor to Brand Trust and the level of trust in GOPIO was very high. The research concludes that branding is imperative for NGOs and that NGOs must connect, promote participation and build relationships with people to secure volunteers, partnerships and funds. The findings of this research shall benefit organisations and researchers in Brand Equity, Brand Trust, NGO branding and Malaysian Indian NGOs.
39
Raju, Air Cmde Uma. "Organisation of neonatal care in Indian armed forces". Journal of Neonatology 23, n.º 3 (septiembre de 2009): 244–49. http://dx.doi.org/10.1177/0973217920090310.
Texto completo
40
Swarup, Arjun. "Hiring of Persons with Disabilities in the Indian Private Sector: An Overview". NHRD Network Journal 14, n.º 3 (julio de 2021): 325–28. http://dx.doi.org/10.1177/26314541211030574.
Texto completoResumen
Disability hiring in India across organisations has increased gradually and remains differentiated depending on the nature of the organisation. Effective hiring of people with disabilities has occurred where there has been a planned effort to map jobs to specific disabilities and have scaled-up inclusion programmes. Challenges persist for firms on how to manage disabled employees, especially when there are performance management issues, and also at times on operational levels. There are also challenges for firms to balance the agenda of hiring disabled people with agendas focused on gender and LGBTQ equality.
41
JONES, JUSTIN. "‘Signs of churning’: Muslim Personal Law and public contestation in twenty-first century India". Modern Asian Studies 44, n.º 1 (15 de diciembre de 2009): 175–200. http://dx.doi.org/10.1017/s0026749x09990114.
Texto completoResumen
AbstractFor many Muslims, the preservation of Muslim Personal Law has become the touchstone of their capacity to defend their religious identity in modern India. This paper examines public debate over Muslim Personal Law, not as a site of consensus within the community, but rather as an arena in which a varied array of Muslim individuals, schools and organisations have sought to assert their own distinctiveness. This is done by discussing the evolution of the All India Muslim Personal Law Board, the most influential organisation to speak on such matters since the 1970s, with particular focus on its recent disintegration at the hands of a number of alternative legal councils formed by feminist, clerical and other groups. These organisations have justified their existence through criticism of the organisation's alleged attempts to standardise Islamic law, and its perceived dominance by the Deobandi school of thought. In truth, however, this process of fragmentation results from a complex array of embryonic and interlinked personal, political and ideological competitions, indicative of the increasingly fraught process of consensus-building in contemporary Indian Muslim society.
42
CHAUHAN, SWETA. "EMOTIONAL INTELLIGENCE AND LEADERSHIP IN INDIA". Turkish Journal of Computer and Mathematics Education 09, n.º 03 (2018): 819–28. http://dx.doi.org/10.36893/tercomat.2018.v09i03.819-828.
Texto completoResumen
This paper makes the case that the leadership process is heavily influenced by feelings (moods and emotions). More precisely, it is suggested that emotional intelligence, or the capacity to comprehend and control one's own and others' moods and emotions, plays a role in effective leadership in organisations. There are four main components of emotional intelligence: understanding and expressing emotions, using emotions to improve thinking and decision-making, knowledge of emotions, and managing emotions. Additionally, how emotional intelligence contributes to effective leadership by focusing on the five key components of effective leadership: creation of shared goals and objectives; teaching others the value of work activities; creating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision-making and change; and creating and upholding a meaningful identity for an organisation. The pertinent review of the literature concentrated on four main areas: the theoretical justification for studying emotional intelligence, the relationship between emotional intelligence and leadership effectiveness, effective leadership practises within private Indian organisations, and implications for organisational leadership
43
Reddy, K. Jayaprakash. "Development of Organisation and Leadership". TELANGANA JOURNAL OF IMA 02, n.º 01 (2022): 53–55. http://dx.doi.org/10.52314/tjima.2022.v2i1.64.
Texto completoResumen
With able leadership comes good success. Indian Medical Association, Neelagiri branch in Nalgonda town grew from rags to riches. From dues in payments to getting a plot for separate building construction, forming a separate SHE team and gaining so many rewards and awards shows that a good strong foundation to the branch with limited members organised perfectly with passion to serve IMA has resulted what it is today. It shows how a person taking charge as a leader can make an organization flour-ish to reach great heights.
44
Gupta, Paridhi, Adrian Petterson, Divyani Motla y Priyank Chandra. "Ladange, Adange, Jeetange: The Farmers' Movement and Its Virtual Spaces". Proceedings of the ACM on Human-Computer Interaction 6, CSCW2 (7 de noviembre de 2022): 1–34. http://dx.doi.org/10.1145/3555547.
Texto completoResumen
The farmers' movement began in November 2020, when more than 300,000 protesters marched towards New Delhi in India in opposition to new agrarian acts introduced by the Indian central government. Organised by over 400 farmers' unions along with other organisations, for the next year, farmers and allied protesters set up bases around New Delhi and sustained the movement leading to its eventual success. We conducted 20 semi-structured interviews with participants from the movement and explored the social organisation, the underlying technical infrastructures, and how collective action was organised. We outline how the social media ecosystem enabled hybrid forms of organisational structures and facilitated coalition-building between diverse groups. Further, the movement created and disseminated alternative media that opposed mainstream media narratives and facilitated community-building. We discuss how designed technologies and spaces can support social movements in the face of powerful antagonistic actors.
45
Viswanath, Rosemary. "Why a Group Relations Perspective is Valuable for Organisation Development: Insights from Indian Experience". NHRD Network Journal 13, n.º 3 (julio de 2020): 311–23. http://dx.doi.org/10.1177/2631454120951879.
Texto completoResumen
Group relations (GR)-influenced approaches have been used by practitioners in India since the mid-1970s to consult to organisational systems. This article focuses on the relevance of this framework to organisational leaders and consultants who wish to deploy their skills to manage change. It draws largely on the author’s experience of organisation development (OD) in India, approached from a GR lens. Providing an introduction to the main strands of GR work, the article goes on to argue that these are invaluable to anyone interested in OD, accompanied by brief examples of how a GR approach throws light on what may be happening. The competencies that GR-influenced consultants and leaders deploy, and some challenges that may be thrown up specifically in the Indian context, are also reflected on.
46
Suppiah, S. Maartandan A/l, Dr Mohd Khairie Ahmad y Assoc Prof Dr Norhafezah Yusof. "Leadership Communication Conception of Malaysian Hindus and its Relevancy to Mahathir’s Leadership". Jurnal The Messenger 11, n.º 1A (2 de junio de 2019): 94. http://dx.doi.org/10.26623/themessenger.v11i1a.827.
Texto completoResumen
<p><em>Literatures proposed that culture does influence the success of leadership communication. Mahathir was criticised to be a leader who promotes the betterment of the majority community and marginalised the Indians. Despite of that, the Indians in Malaysia showed advancement in various sectors including politics, economy and social. Therefore, this exploratory study aims to bridge the gap by investigating the attributes that link between Mahathir’s leadership communication and Indian community. Qualitative methodology was utilized and data were collected through a series of intensive interviews with 15 informants consists of Indian political, non-governmental organisation and community representatives. Based on the thematic analysis, two main attributes that strongly link to Indian culture were identified: leadership communication conception (Sattva Guna) and characteristics of good leadership communication (Sattva characteristics). This study has contributed to enhance understanding of leadership communication from multi-cultural context, specifically about the Indian’s cultural conceptions.</em></p>
47
Nil, Shachie y Sapna Nil. "The Influence of Job Security and Psychological Contract Fulfilment on Organisational Citizenship Behaviour in Indian Private Life Insurance Sector". International Journal of Banking, Risk and Insurance 12, n.º 1 (2024): 1–8. http://dx.doi.org/10.21863/ijbri/2024.12.1.001.
Texto completoResumen
The goal of the article is to empirically link the employment security to the employee’s organisational citizenship behaviour (OCB) with examining the impact of psychological contract fulfilment (PCF). The discretionary behaviour of the employees towards the organisation and towards other employees of the organisation is very crucial as this is the element which affects the productivity of the employees in the organisation and how much an employee is attached to his organisation is related to his OCB which he exhibits. This study proposes to interpret and examine the associations between psychological contract and OCB and job security (JS) in the Indian Life Insurance sector so as to raise the light for the managers in Life Insurance sector to improve JS, providing a better experience in terms of psychological contract which will improve their citizenship behaviour. The Life Insurance companies are at a struggle point of retaining their talented manpower as this sector is the budding sector of India which is growing at a rate of 32% annually. For this, promising the JS is the tool in their hand which will directly impact their OCB also and hence their performance will also boost up. Data was collected from 288 full time employees of private life insurance companies and then structural equation modelling was applied to study the relationship. The results demonstrate the positive and significant relationship of JS and PCF on the OCB in the private life insurance sector.
48
Sivakumar, N. y U. S. Rao. "Building ethical organisation cultures – Guidelines from Indian ethos". International Journal of Indian Culture and Business Management 2, n.º 4 (2009): 356. http://dx.doi.org/10.1504/ijicbm.2009.024651.
Texto completo
49
Sandu, Nitirajsingh y Ergun Gide. "The economic benefits of cloud-based E-commerce in Indian service small to medium businesses (SMBs)". Global Journal of Computer Sciences: Theory and Research 9, n.º 1 (30 de abril de 2019): 21–31. http://dx.doi.org/10.18844/gjcs.v9i1.4141.
Texto completoResumen
This research paper investigated the economic benefits of Cloud-based E-commerce in Indian service small to medium businesses (SMBs). The emergence of the new concept of Cloud computing has greatly changed the way in which organisations are managing their services. Cloud computing primarily includes the process of providing computing resources as a service rather than a product in an organisation. They provide different opportunities to the society which include reduction of poverty, development of rural areas, and generation of job opportunities, entrepreneurship, and export of nation and so on. Hence, it is necessary to adopt new technologies so as to enhance their business performance, improve competitiveness and reduce cost. However, service SMBs are facing several issues in India which are ultimately due to lack of sufficient resources. For this purpose, an online survey was conducted to evaluate the level of economic benefit is obtained by Indian service SMBs. Keywords: Cloud computing, cloud-based E-commerce, Indian service small to medium businesses (SMBs), economic benefits.
50
Karim, Shakir, Nitirajsingh Sandu y Ergun Gide. "The economic benefits of Cloud-based e-commerce in Indian service SMBs". Global Journal of Information Technology: Emerging Technologies 8, n.º 2 (30 de agosto de 2018): 75–85. http://dx.doi.org/10.18844/gjit.v8i2.3529.
Texto completoResumen
Abstract
This research paper investigated the economic benefits of Cloud based E-commerce in Indian service Small to Medium Businesses (SMBs). The emergence of the new concept of Cloud computing has greatly changed the way in which organisations are managing their services. Cloud computing primarily includes the process of providing computing resources as a service rather than a product in an organisation. Hence, the adoption of Cloud based E-commerce has been seen to help the aspiring service SMBs to enter into the big leagues of business operations. Indian service SMBs, in general, play an important role in the economic growth of the country. They provide different opportunities to the society which include reduction of poverty, development of rural areas, and generation of job opportunities, entrepreneurship, and export of nation and so on. Hence it is necessary to adopt new technologies so as to enhance their business performance, improve competitiveness and reduce cost. However, service SMBs are facing several issues in India which are ultimately due to lack of sufficient resources. Previous researchers have focused on analysing the importance and issues of SMBs in a competitive society. However, one question which needs to be addressed is whether any specific economic benefits it provided to Indian SMBs. For this purpose, an online survey was conducted to evaluate the level of economic benefit is obtained by Indian service SMBs. Finally, this research paper will help organisations to evaluate economical factor which enhances adoption of Cloud based E-commerce in Indian service SMBs. It is also expected that the findings will help organisations to increase their productivity, efficiency, and innovation.
Keywords: Cloud computing, Cloud-based E-commerce, Indian service Small to Medium Businesses (SMBs), Economic benefits.