Pub Date : 2020-05-11DOI: 10.1177/2322093720919336
A. Sivaraman
Abstract The levels of business disruption and technology innovation in the past decade are unparalleled in human history. The Digital Age is fully and truly upon us and organisations are in a race to redefine and recast themselves. This practitioner-oriented paper discusses how organisations can reposition themselves for the digital future. By outlining the strategic pillars of digital transformation, including people, process, technology and culture, the paper demonstrates how firms and individuals can become digital ready and future ready.
{"title":"Soft Side of Digital Transformation: The Connected Employee","authors":"A. Sivaraman","doi":"10.1177/2322093720919336","DOIUrl":"https://doi.org/10.1177/2322093720919336","url":null,"abstract":"Abstract The levels of business disruption and technology innovation in the past decade are unparalleled in human history. The Digital Age is fully and truly upon us and organisations are in a race to redefine and recast themselves. This practitioner-oriented paper discusses how organisations can reposition themselves for the digital future. By outlining the strategic pillars of digital transformation, including people, process, technology and culture, the paper demonstrates how firms and individuals can become digital ready and future ready.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"117 1","pages":"121 - 128"},"PeriodicalIF":1.7,"publicationDate":"2020-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85082597","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-05-06DOI: 10.1177/2322093720914800
M. Thite
Abstract Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.
{"title":"Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)","authors":"M. Thite","doi":"10.1177/2322093720914800","DOIUrl":"https://doi.org/10.1177/2322093720914800","url":null,"abstract":"Abstract Colgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"254 1","pages":"129 - 134"},"PeriodicalIF":1.7,"publicationDate":"2020-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73201156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-13DOI: 10.1177/2322093720908453
Zubair Nawaz, Jing Zhang, Rafiq Mansoor, S. Hafeez, A. Ilmudeen
Abstract The purpose of this study is to explore the dimensions of Freelancer Value Proposition (FVP) and Freelancer Job Stress (FJS). This study provides insights about the factors which create value for freelancers and also sheds light on the factors which cause stress to freelancers while freelancing with the help of an online platform. Semi-structured interviews were conducted for data collection from freelancers. The grounded theory approach was used and data analysis follows the process of open coding, axial coding and themes formulation. Findings indicate that work-life balance value, developmental value, economic value, autonomy value, hedonistic value and social value are dimensions of FVP. Lack of role clarity, payment issues, time management issue, work availability issue, lack of perks and benefits and work rejections are dimensions of FJS. This study is the first effort to find out the dimensions of FVP and FJS, which will help to construct long-term relationship between freelancers and platform.
{"title":"Freelancers as Part-time Employees: Dimensions of FVP and FJS in E-Lancing Platforms","authors":"Zubair Nawaz, Jing Zhang, Rafiq Mansoor, S. Hafeez, A. Ilmudeen","doi":"10.1177/2322093720908453","DOIUrl":"https://doi.org/10.1177/2322093720908453","url":null,"abstract":"Abstract The purpose of this study is to explore the dimensions of Freelancer Value Proposition (FVP) and Freelancer Job Stress (FJS). This study provides insights about the factors which create value for freelancers and also sheds light on the factors which cause stress to freelancers while freelancing with the help of an online platform. Semi-structured interviews were conducted for data collection from freelancers. The grounded theory approach was used and data analysis follows the process of open coding, axial coding and themes formulation. Findings indicate that work-life balance value, developmental value, economic value, autonomy value, hedonistic value and social value are dimensions of FVP. Lack of role clarity, payment issues, time management issue, work availability issue, lack of perks and benefits and work rejections are dimensions of FJS. This study is the first effort to find out the dimensions of FVP and FJS, which will help to construct long-term relationship between freelancers and platform.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"22 1","pages":"34 - 60"},"PeriodicalIF":1.7,"publicationDate":"2020-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79773377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-24DOI: 10.1177/2322093719870024
Sunil Kumar Ramdas, H. Patrick
Abstract Leaders across the globe have the accountability of leading their team members, ensuring a high level of trust in workplace (TWP) to flourish and enabling organizations towards goal achievement. These leaders work closely with their employees by recognizing their strengths and appreciating their accomplishment. They empower employees to higher levels of performance, thus creating value for stakeholders. The purpose of this research was to investigate the mediating role of TWP between positive leadership and flourishing. A total of 203 employees from the top 10 information technology (IT) organizations participated in the survey and completed three standardized, valid and reliable instruments. It was found that employees do experience positive leadership, flourishing and TWP to a moderate extent. A significant relationship was found between positive leadership, flourishing and TWP. These two moderately affected employees flourishing at the workplace. A model was developed and tested, it was found to be a good fit. Positive leadership behaviour (PLB) and TWP significantly influenced flourishing of employees. TWP mediated the relationship between PLB and flourishing. Findings of this study suggest that positive leaders are perceived as someone who recognize and focus on the strengths and accomplishments of employees. The research outcome will help develop strategies for leaders to explore and imbibe positive leadership approaches which would aid in developing a positive relationship between the constructs to engage employees better and move towards organizational success. The study is an attempt to examine the relationship between the constructs and contribute towards PLB, TWP and flourishing theory in the Indian IT context.
{"title":"Positive Leadership Behaviour and Flourishing: The Mediating Role of Trust in Information Technology Organizations","authors":"Sunil Kumar Ramdas, H. Patrick","doi":"10.1177/2322093719870024","DOIUrl":"https://doi.org/10.1177/2322093719870024","url":null,"abstract":"Abstract Leaders across the globe have the accountability of leading their team members, ensuring a high level of trust in workplace (TWP) to flourish and enabling organizations towards goal achievement. These leaders work closely with their employees by recognizing their strengths and appreciating their accomplishment. They empower employees to higher levels of performance, thus creating value for stakeholders. The purpose of this research was to investigate the mediating role of TWP between positive leadership and flourishing. A total of 203 employees from the top 10 information technology (IT) organizations participated in the survey and completed three standardized, valid and reliable instruments. It was found that employees do experience positive leadership, flourishing and TWP to a moderate extent. A significant relationship was found between positive leadership, flourishing and TWP. These two moderately affected employees flourishing at the workplace. A model was developed and tested, it was found to be a good fit. Positive leadership behaviour (PLB) and TWP significantly influenced flourishing of employees. TWP mediated the relationship between PLB and flourishing. Findings of this study suggest that positive leaders are perceived as someone who recognize and focus on the strengths and accomplishments of employees. The research outcome will help develop strategies for leaders to explore and imbibe positive leadership approaches which would aid in developing a positive relationship between the constructs to engage employees better and move towards organizational success. The study is an attempt to examine the relationship between the constructs and contribute towards PLB, TWP and flourishing theory in the Indian IT context.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"52 1","pages":"258 - 277"},"PeriodicalIF":1.7,"publicationDate":"2019-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85578978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-24DOI: 10.1177/2322093719886390
Sami Jabarkhail, L. Dooley
Abstract Afghanistan’s recent history has been shaped largely by conflict. As a developing country transitioning away from its heavy reliance on foreign aid, Afghanistan is facing unprecedented challenges and opportunities in building its untapped treasure, namely human resources. Afghanistan recognizes the need for countrywide human resource development (HRD) efforts since its first national development strategy was devised in 2005. In this article, we explore the status of HRD in the national context of Afghanistan by providing insight into HRD history, identifying challenges and discussing opportunities.
{"title":"Human Resource Development: Why It Matters in the National Context of Afghanistan","authors":"Sami Jabarkhail, L. Dooley","doi":"10.1177/2322093719886390","DOIUrl":"https://doi.org/10.1177/2322093719886390","url":null,"abstract":"Abstract Afghanistan’s recent history has been shaped largely by conflict. As a developing country transitioning away from its heavy reliance on foreign aid, Afghanistan is facing unprecedented challenges and opportunities in building its untapped treasure, namely human resources. Afghanistan recognizes the need for countrywide human resource development (HRD) efforts since its first national development strategy was devised in 2005. In this article, we explore the status of HRD in the national context of Afghanistan by providing insight into HRD history, identifying challenges and discussing opportunities.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"32 1","pages":"292 - 306"},"PeriodicalIF":1.7,"publicationDate":"2019-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81103199","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-04DOI: 10.1177/2322093719883158
M. Thite, Rajat Vashishtha, R. Sharma
As a research scientist, Kristine’s work is dedicated to understanding how large companies are designing and leading for the digital era. In particular, she is interested in new ways of working and how companies are creating employee experiences that empower people to be the best they can be. Her research forms part of a portfolio of research studying the digital transformation of large, traditional organizations conducted by the Centre for Information Systems (CISR) at MIT Sloan School of Management.
作为一名研究科学家，克里斯汀的工作致力于了解大公司如何为数字时代设计和领导。她特别感兴趣的是新的工作方式，以及公司如何创造员工体验，使人们能够做到最好。她的研究是麻省理工学院斯隆管理学院(MIT Sloan School of Management)信息系统中心(CISR)研究大型传统组织数字化转型的一系列研究的一部分。
{"title":"Interview with Dr Kristine Dery: Managing Human Resources in a Digital Age","authors":"M. Thite, Rajat Vashishtha, R. Sharma","doi":"10.1177/2322093719883158","DOIUrl":"https://doi.org/10.1177/2322093719883158","url":null,"abstract":"As a research scientist, Kristine’s work is dedicated to understanding how large companies are designing and leading for the digital era. In particular, she is interested in new ways of working and how companies are creating employee experiences that empower people to be the best they can be. Her research forms part of a portfolio of research studying the digital transformation of large, traditional organizations conducted by the Centre for Information Systems (CISR) at MIT Sloan School of Management.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"3 1","pages":"307 - 312"},"PeriodicalIF":1.7,"publicationDate":"2019-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84150221","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-28DOI: 10.1177/2322093719863912
S. Shree, Ardhendu Shekhar Singh
Abstract This article examines the benefits of applying gamification in the recruitment process. It highlights how it can be effectively leveraged with the right design by involving various stakeholders at varied stages. The Actor Network Theory (ANT) as a theoretical ground has been used as a reference point to take a more detailed look at the ways in which gamification can be effectively deployed for recruitment by organizations. We refer to ANT and the interaction between the human and non-human elements, here, the applicants, the other stakeholders, and the gamification tools, to serve the greater organizational purpose. Questions that interrogate between rules and practices arise, viz. can the game be effectively customized to achieve sophisticated and enhanced selection outcomes. By applying gamification as the reference point within the Actor Network Theory, their associated potential for further research and applications is achieved. A valuable perspective in gaining insights for further understanding of this theory in today’s technologically progressive environment has also been discussed for further reflection.
{"title":"Exploring Gamification for Recruitment through Actor Network Theory","authors":"S. Shree, Ardhendu Shekhar Singh","doi":"10.1177/2322093719863912","DOIUrl":"https://doi.org/10.1177/2322093719863912","url":null,"abstract":"Abstract This article examines the benefits of applying gamification in the recruitment process. It highlights how it can be effectively leveraged with the right design by involving various stakeholders at varied stages. The Actor Network Theory (ANT) as a theoretical ground has been used as a reference point to take a more detailed look at the ways in which gamification can be effectively deployed for recruitment by organizations. We refer to ANT and the interaction between the human and non-human elements, here, the applicants, the other stakeholders, and the gamification tools, to serve the greater organizational purpose. Questions that interrogate between rules and practices arise, viz. can the game be effectively customized to achieve sophisticated and enhanced selection outcomes. By applying gamification as the reference point within the Actor Network Theory, their associated potential for further research and applications is achieved. A valuable perspective in gaining insights for further understanding of this theory in today’s technologically progressive environment has also been discussed for further reflection.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":"242 - 257"},"PeriodicalIF":1.7,"publicationDate":"2019-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84292534","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-15DOI: 10.1177/2322093719849970
N. Ramamoorthy, Chun-Sheng Yu, Subodh P. Kulkarni, Amit Gupta, Thadeus F. Mkamwa
Abstract In this study, using a sample of 191 individuals with significant work and supervisory experience from four countries (China and Tanzania—highly collectivistic, India—moderately collectivistic and the United States—highly individualistic), we examined whether cultural orientations of individualism and collectivism predicted performance ratings, internal attributions made to the poor performing employee and adherence to equity norm in reward allocations. Multiple regression analyses indicated that collectivist Chinese and Tanzanian raters provided more lenient performance ratings to a poor performing employee than individualistic Americans with the Indian raters providing more lenient ratings than Americans but more stringent ratings than Chinese or Tanzanians. Further, American raters made greater internal attributions than Tanzanians or Chinese. Chinese raters made relatively greater internal attributions to the employee than Tanzanians though both cultures are collectivistic cultures. Americans adhered to the equity norm the most and Indians adhered to equity norm but to a lesser extent than Americans but more than Tanzanians and Chinese. Implications are discussed.
{"title":"An Examination of Attributions, Performance Rating and Reward Allocation Patterns: A Comparative Study of China, India, Tanzania and the United States","authors":"N. Ramamoorthy, Chun-Sheng Yu, Subodh P. Kulkarni, Amit Gupta, Thadeus F. Mkamwa","doi":"10.1177/2322093719849970","DOIUrl":"https://doi.org/10.1177/2322093719849970","url":null,"abstract":"Abstract In this study, using a sample of 191 individuals with significant work and supervisory experience from four countries (China and Tanzania—highly collectivistic, India—moderately collectivistic and the United States—highly individualistic), we examined whether cultural orientations of individualism and collectivism predicted performance ratings, internal attributions made to the poor performing employee and adherence to equity norm in reward allocations. Multiple regression analyses indicated that collectivist Chinese and Tanzanian raters provided more lenient performance ratings to a poor performing employee than individualistic Americans with the Indian raters providing more lenient ratings than Americans but more stringent ratings than Chinese or Tanzanians. Further, American raters made greater internal attributions than Tanzanians or Chinese. Chinese raters made relatively greater internal attributions to the employee than Tanzanians though both cultures are collectivistic cultures. Americans adhered to the equity norm the most and Indians adhered to equity norm but to a lesser extent than Americans but more than Tanzanians and Chinese. Implications are discussed.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":"202 - 221"},"PeriodicalIF":1.7,"publicationDate":"2019-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88087406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-06DOI: 10.1177/2322093719857348
Rinki Dahiya, S. Rangnekar
Abstract The present study investigates the impact of forgiveness at work (self, others and situations) on negative affect (NA) using age as a moderator. Data, collected from 376 employees working in various Indian manufacturing organizations, were analysed with the help of regression analysis. The results show that forgiveness (self, others and situations) is significantly associated with lower NA and age moderates the relationship between forgiveness (self and others) and NA. The study offers a concrete insight into the complicated play of age in linking forgiveness dimensions and NA, an area that has largely been ignored in organizational research. The study shows that forgiveness significantly reduces the NA on employees and hence, organizations should make positive interventions in order to encourage forgiveness at work. Organizational psychologists and HR counsellors can similarly develop psychological tests and use theme-based interventions to foster intrapersonal and interpersonal development of forgiveness at work.
{"title":"Linking Forgiveness at Work and Negative Affect","authors":"Rinki Dahiya, S. Rangnekar","doi":"10.1177/2322093719857348","DOIUrl":"https://doi.org/10.1177/2322093719857348","url":null,"abstract":"Abstract The present study investigates the impact of forgiveness at work (self, others and situations) on negative affect (NA) using age as a moderator. Data, collected from 376 employees working in various Indian manufacturing organizations, were analysed with the help of regression analysis. The results show that forgiveness (self, others and situations) is significantly associated with lower NA and age moderates the relationship between forgiveness (self and others) and NA. The study offers a concrete insight into the complicated play of age in linking forgiveness dimensions and NA, an area that has largely been ignored in organizational research. The study shows that forgiveness significantly reduces the NA on employees and hence, organizations should make positive interventions in order to encourage forgiveness at work. Organizational psychologists and HR counsellors can similarly develop psychological tests and use theme-based interventions to foster intrapersonal and interpersonal development of forgiveness at work.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"3367 1","pages":"222 - 241"},"PeriodicalIF":1.7,"publicationDate":"2019-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86621740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-05-27DOI: 10.1177/2322093719844644
V. Kashyap, Richa Chaudhary
Abstract Based on the theories of resource-based view, social exchange, social identity and social information processing, the current research propounds a model that investigates the role an employer’s brand image plays in influencing organizational identification, trust in organizations and work engagement. Data were collected from 508 employees serving in Indian public and private sector companies. Hypotheses were tested using regression analyses. Results suggest that work engagement is influenced directly by employer brand image, as well as indirectly through trust in organizations and organizational identification (mediators). Thus, it is logical that if an organization creates and maintains a unique employer brand image, then employees’ identification and trust with organizations would likely to increase and impact work engagement. Implications for theory and practice are discussed in this article.
{"title":"Linking Employer Brand Image and Work Engagement: Modelling Organizational Identification and Trust in Organization as Mediators","authors":"V. Kashyap, Richa Chaudhary","doi":"10.1177/2322093719844644","DOIUrl":"https://doi.org/10.1177/2322093719844644","url":null,"abstract":"Abstract Based on the theories of resource-based view, social exchange, social identity and social information processing, the current research propounds a model that investigates the role an employer’s brand image plays in influencing organizational identification, trust in organizations and work engagement. Data were collected from 508 employees serving in Indian public and private sector companies. Hypotheses were tested using regression analyses. Results suggest that work engagement is influenced directly by employer brand image, as well as indirectly through trust in organizations and organizational identification (mediators). Thus, it is logical that if an organization creates and maintains a unique employer brand image, then employees’ identification and trust with organizations would likely to increase and impact work engagement. Implications for theory and practice are discussed in this article.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"44 1","pages":"177 - 201"},"PeriodicalIF":1.7,"publicationDate":"2019-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85287475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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