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Volume 6 • Number
5 • May 2013 |
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HUMAN RESOURCE MANAGEMENT |
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Competency Model at Global Line Limited (GLL) : A Case Study |
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Prabandhan : Indian Journal of Management,
Volume 6, Number 5, pp. 5 – 9. |
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This case study is about an Indian media
organization - Global Line Limited (GLL) that
had a very robust Human Resource function. The
HR department of GLL recently introduced a
competency model that measures 44 different
competencies for potential recruits. The
competencies had been categorized into skills,
knowledge, and talent. The head of the HR
department was convinced that the competency
based selection process was working positively
for them until a young professional named
Suman was hired in the talent acquisition team
of the department. Suman collected feedback
from line managers, analyzed the process, and
tried to identify ways to further improve the
system. The significant learning from this
case is that HR departments of business
organizations must innovate and must be
proactive in implementing the latest HR
technologies. However, the practical
applicability of the model must be kept in
mind while framing any HR model. Furthermore,
the HR should always stay connected with the
pulse of the workforce to ascertain whether or
not the function is adding adequate value to
business outcomes. |
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Keywords : competency mapping, behavioral
event interviews, competency model
JEL Classification: M5 |
| References |
| 1 |
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and Approach for the Design of Effective
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| 2 |
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http://www.thinkwiseinc.com/Files/Competency-Based-Approach-WhitePaper.pdf |
| 3 |
Maral, C. (n.d.).
“A Competency-Based Model for Managers in
Practice.” Retrieved from
http://www.unifr.ch/rho/agrh2007/Articles/pages/papers/Papier93.pdf |
| 4 |
Margaret,
E., & Alldredge, K. J. (2000). “3 M's
Leadership Competency Model: An Internally
Developed Solution.” Human Resource
Management, 39 (2 & 3), pp. 133-145. |
| 5 |
Sanghi, S. (2007). “The Handbook of
Competency Mapping: Understanding,
Designing and Implementing Competency
Models in Organizations.” Response Books,
Sage Publications Pvt. Ltd., New Delhi,
pp. 36-48. |
| 6 |
SHRM.
(2008). “Leadership Competencies.”
Retrieved from from SHRM:
http://www.shrm.org/research/articles/articles/pages/leadershipcompetencies.aspx |
| 7 |
Spicer, C.
(2009). “Building a Competency Model.”
Society of Human Resource and Management,
54 (4). Retrieved from www.shrm.org › SHRM
› Publications › HR Magazine |
| 8 |
Taleo Research. (2010). “Seven Steps for
effective Leadership Development.” Taleo
Research. |
| 9 |
Retrieved from http://www.skillscape.net/uploads/content/125_Seven-steps-for-effective-leadership---Research-Paper.pdf |
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Gowri Vidyanand Joshi
Associate Professor - Organizational Behavior
and Human Resources, School of Business
Management, SVKM's Narsee Monjee Institute of
Management Studies (NMIMS), V. L. Mehta Road,
Vile Parle (W), Mumbai – 400 056.
gowri.joshi@nmims.edu |
Sharon Pande
Area Chairperson and Associate Professor -
Human Resources & Behavioral Sciences, School
of Business Management, SVKM's Narsee Monjee
Institute of Management Studies (NMIMS), V. L.
Mehta Road, Vile Parle (W), Mumbai – 400 056.
sharon.pande@nmims.edu |
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HUMAN RESOURCE MANAGEMENT |
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The Impact of Shared Values on Psychological Empowerment |
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Prabandhan: Indian Journal of Management,
Volume 6, Number 5, pp. 10 - 19. |
Purpose: This research aims to examine and
understand the level of psychological empowerment
inside Egyptian organizations, namely the
automobile industry; look at the impact of shared
values on psychological empowerment; and
investigate if there is a difference in the level
of psychological empowerment held between females
and males.
Design/methodology/approach: The research
study is an empirical research whereby the
hypotheses were tested on the automobile
distributor companies in Egypt. Questionnaires
were used to collect the research data.
Findings : The research results revealed a
positive relationship between shared values and
psychological empowerment. No significant
difference was found between females and males
with respect to the level of psychological
empowerment they possessed.
Research limitations/implications: The
research questionnaires were distributed among the
automobile companies located in Cairo and Giza
governorates.
Originality/value: Limited empirical
research studies have examined the impact of
shared values on psychological empowerment.
Practitioners and researchers should find value in
this unique research study. |
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Keywords: shared values, psychological
empowerment
JEL Classification: M12 |
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Rania A.M. Shamah
Associate Professor of Business Administration
Business Administration Department
Faculty of Business Administration
Alhram Canadian University, 6th October City
Egypt.
rania.shamah@gmail.com |
Shaymaa M.M. Elsawaby
Lecturer of Business Administration
Production & Operation Department
Sadat Academy for Management Sciences
Cairo, Egypt.
Ghadeer M.B. Aboul-Ela
Lecturer of Business Administration
School of Business Administration
Future University in Egypt, Cairo, Egypt. |
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HUMAN RESOURCE MANAGEMENT |
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Strategic HR: Success Key to Organizational Effectiveness |
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Prabandhan: Indian Journal of Management,
Volume 6, Number 5, pp. 20 - 25.
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The management concept with a
resource-based view among organizations is based
on the critical importance of the human resource
element, gaining competitive advantage through
positioning itself as a strategic and an integral
part responsible for attaining a paradigm shift in
the field of organizational effectiveness.
Astonishingly, the human resource management field
has accepted a number of suggestions for the new
role of manpower in organizations for strategic
purposes, but it is lacking in its formulation and
execution. This raises a question - where should
human resource management focus upon (the superior
executor role) to build human resource as
strategic human resource ? Through this paper, we
wished to analyze the strategic issues concerned,
and attempted to find how the answer to the
aforesaid question can be appropriately given, and
also aimed to analyze the degree of organizational
effectiveness and organizational competency
achieved through the evolved concept of strategic
human resource management (SHRM). |
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Keywords: competitive advantage, organizational
effectiveness, paradigm shift , strategic human
resource management
JEL Classification: M19 |
| References |
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Antonacopoulou, E.P., & Fitzgerald, L. (1996).
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| 2 |
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| 3 |
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| 4 |
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Management, 17 (1), pp. 99-120. |
| 5 |
Bartlett, C.A. & Ghoshal, S. (2002). “Building
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Sloan Management Review, 3 (2), pp. 34-41. |
| 6 |
Becker, B.E., Huselid, M.A., & Ulrich, D.
(2001). “The HR Scorecard: Linking People,
Strategy and Performance.” Boston, MA: Harvard
Business School Press. |
| 7 |
Becker, B.E., & Huselid, M.A. (1999).
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in Five Leading Firms.” Human Resource
Management, 38 (4), pp. 287-301. |
| 8 |
Boyatzis, R.R. (1982). “The Competent Manager:
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Wiley-Interscience. |
| 9 |
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(2), pp. 157-180. |
| 10 |
Gubman, E.L. (1998). “The Talent Solution:
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Extraordinary Results.” New York: McGraw-Hill. |
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McClennand, D.C. (1973). “Testing for
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American Psychologist, 28 (5), pp. 1-14. |
| 13 |
Mintzberg, H. (1990). “The Design School:
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Management.” Strategic Management Journal, 12
(6), pp. 171-195. |
| 14 |
Porter, M.E. (1996). “What is a Strategy?”
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| 15 |
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Creating and Sustaining Superior Performance.”
New York: Free Press. |
| 16 |
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| 17 |
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| 18 |
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| 19 |
Ulrich, D. (1997). “Measuring Human Resources:
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Results.” Human Resource Management, 36 (3),
pp. 357-365. |
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U.
Bhojanna
Professor & Head, Department of MBA & Research
Center
RNS Institute Of Technology, Bengaluru -560098.
u_bhojanna@yahoo.co.in
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I.G.
Srikanth
Assistant Professor, RNS Institute Of
Technology, Bengaluru -560098.
igsrikanthmba@gmail.com
Abhishek Tiwari
Assistant Professor
RNS Institute Of Technology, Bengaluru -560098.
abhishek.tiwari346@gmail.com |
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HUMAN RESOURCE MANAGEMENT |
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The Impact and Application of Nanotechnology on Human Resource Management
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Prabandhan : Indian Journal of Management,
Volume 6, Number 5, pp. 26 - 30. |
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Nanotechnology is a modern science, and its
applications are gradually appearing in different
sciences. Though these applications are obvious in
basic sciences, medicine, and engineering
sciences, etc., it is difficult to explain the
right usage of nanotechnology in abstract sciences
as it depends on the foremost definition of
discussing matter. One of the most prominent
fields in which the definition of nanotechnology
is most important is Management. This study tries
to provide a point of view on definition and type
of nanotechnology application in management. The
purpose of this study is expanding, making more
flexible, discovering various parts, levels,
structures, and secrets of organizations and
management knowledge by benchmarking from Nano
science and surely, its findings show so many
similarities between these which are visible and
require thinking. Obviously, Nanotechnology would
be effective in the development of different
sciences and shall pose a challenge for human
resource management in various parts such as
adjustability of organizations, and as a result,
accelerating the organizations' Nanotechnology
development. Organizations must adopt these
developments by using appropriate structural
policies. In the present paper, I examine two
points of view: The effect of Nanotechnology on
human resource management; and also the
application of Nanotechnology in the HR department
of organizations. |
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Keywords: human resource management,
nanotechnology, management
JEL Classification:
M12 |
| References |
| 1 |
Becker, B., & Gerhart, B. (1996). "The Impact
of Human Resource Management on Organizational
Performance: Progress and Prospects." Academy
of Management Journal, 39 (4), pp. 779-801. |
| 2 |
Bogaert, D.V.
(2004). “Nanotechnology : Its Impact on Human
Resources Management & Organizational
Leadership.” Retrieved from
http://www.idc-online.com/technical_references/pdfs/electronic_engineering/5.pdf |
| 3 |
Boxall, P., &
Purcell, J. (2003). "Strategy and Human
Resource Management." Industrial & Labor
Relations Review, 57 (1), pp.143-146. |
| 4 |
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al. (2002). "Impact of Technological and
Structural Change on Employment: Prospective
Analysis 2020." Background Report. |
| 5 |
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(1992). "Human Resource Management."
International Journal of Human Resource
Management, 3 (3), pp. 497-521. |
| 6 |
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the American Medical Informatics Association,
7 (2), pp.116-124. |
| 7 |
Mansoori, G. A. (2005). "Principles of
Nanotechnology: Molecular-Based Study of
Condensed Matter In Small Systems." World
Scientific Publishing Company Incorporated,
p.1, pp.5-10. |
| 8 |
OECD (2010). “The Impacts of Nanotechnology on
Companies: Policy Insights from Case Studies.”
OECD Publishing. Retrieved from
http://dx.doi.org/10.1787/9789264094635-en |
| 9 |
Roco, M. C., & Bainbridge, W. S. (2005).
"Societal Implications of Nanoscience and
Nanotechnology: Maximizing Human Benefit."
Journal of Nanoparticle Research, 7 (1),
pp.1-13. |
| 10 |
Salaman, J. G., Storey, J., & Billsberry, J.
(2005, Eds.). "Strategic Human Resource
Management: Theory and Practice." London:
Sage, pp. 1- 11. |
| 11 |
Schellenberg, G., Turcotte, M., et al. (2005).
"Post-retirement Employment." Perspectives on
Labour and Income, 6 (9), pp.14-17. |
| 12 |
Steinfeldt, M., Gleich, A., Petschow, U. , &
Haum, R. (2007). "Nanotechnologies, Hazards
and Resource Efficiency: A Three-Tiered
Approach to Assessing the Implications of
Nanotechnology and Influencing its
Development." Springer, p.1, pp.3-7. |
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Hooman Derakhshanian
Director Manager, Armelat Co., 3rd Floor, No 61
Amiri Alley, Kokab St., Sattarkhan St., Tehran,
Iran.
derakhshanianh@yahoo.com |
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GENERAL MANAGEMENT |
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Performance of District Forums in Tamil Nadu : A Statistical Comparative Report
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Prabandhan : Indian Journal of Management,
Volume 6, Number 5, pp. 31 - 46. |
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Nanotechnology is a modern science, and its
applications are gradually appearing in different
sciences. Though these applications are obvious in
basic sciences, medicine, and engineering
sciences, etc., it is difficult to explain the
right usage of nanotechnology in abstract sciences
as it depends on the foremost definition of
discussing matter. One of the most prominent
fields in which the definition of nanotechnology
is most important is Management. This study tries
to provide a point of view on definition and type
of nanotechnology application in management. The
purpose of this study is expanding, making more
flexible, discovering various parts, levels,
structures, and secrets of organizations and
management knowledge by benchmarking from Nano
science and surely, its findings show so many
similarities between these which are visible and
require thinking. Obviously, Nanotechnology would
be effective in the development of different
sciences and shall pose a challenge for human
resource management in various parts such as
adjustability of organizations, and as a result,
accelerating the organizations' Nanotechnology
development. Organizations must adopt these
developments by using appropriate structural
policies. In the present paper, I examine two
points of view: The effect of Nanotechnology on
human resource management; and also the
application of Nanotechnology in the HR department
of organizations. |
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Keywords: consumer courts , district forums ,
consumerism
JEL Classification: D18, D12 |
| References |
| 1 |
Department of Civil Supplies and Consumer
Protection of Tamil Nadu State (2010).
“Frequently Asked Questions - Consumer
Protection Act.” Retrieved from http://www.consumer.tn.gov.in/faq.htm#districtfora |
| 2 |
Gambhir, C.
(2002). “Consumer Protection: Law and
Practice.” Indian Journal of Marketing, 32
(11), pp. 17 - 20. |
| 3 |
Kumar, R. S.
(2002). “Consumerism in India: An Overview.”
Indian Journal of Marketing, 32 (7), pp.
31-32. |
| 4 |
Krishna, B. Y.
& Suganya, Y. (2011). “A Comparative Study of
Consumer Courts in Tamil Nadu & Kerala States
- A Statistical Survey Report.” Prabandhan:
Indian Journal of Management, 4 (12),
pp.45-54. |
| 5 |
Palaniappan,
V.S. (2004, May 25). “Consumer Forum Remains
Headless.” The Hindu, Retrieved from
http://www.thehindu.com/ |
| 6 |
Rao, D. N. (2002). “Consumerism in India
Emerging from its Teething Troubles.” Indian
Journal of Marketing, 32 (3-4), pp. 3-6. |
| 7 |
Statistical data and Reports published by
National Consumer Dispute Redressal
Commission, New Delhi, Retrieved from
http://ncdrc.nic.in/ |
| 8 |
Tamilnadu State consumer Helpline (2010)
Retrieved from http://www.consumer.tn.gov.in/nugarvorkavasam/2009/nk_nov2009.pdf |
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B. Yamuna Krishna
Senior Professor and Head
Centre for Innovation & Entrepreneurship
School of Management, Hindustan University
Padur, Kelambakkam, Chennai – 603103, Tamil Nadu.
yumkrish@sify.com |
Y.
Suganya
Research Scholar, Mother Teresa Women's University
Kodaikanal - 624 102, Tamil Nadu.
sukanya55555@sify.com
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