Pub Date : 2017-01-01DOI: 10.5958/2231-069X.2017.00003.8
R. Sindhu
{"title":"Factors Influencing Training in Selected Manufacturing Companies in Hyderabad","authors":"R. Sindhu","doi":"10.5958/2231-069X.2017.00003.8","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00003.8","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"2 1","pages":"22"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74315221","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00015.4
Urvashi Patodi
{"title":"A Study on Professional Stress Management among Dual-Career Couples","authors":"Urvashi Patodi","doi":"10.5958/2231-069X.2017.00015.4","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00015.4","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"12 1","pages":"121"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90651359","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00007.5
Hari Prasad Mishra, S. Kumar, S. Tripathy
Nowadays, organisations are regularly confronting with many unprecedented challenges. To cope up in this stiff competitive environment, organisations are investing huge amount of money, energy and efforts. In such situation, knowledge among workers is highly desirable. That will solve complex problems as well as assist to achieve competitive advantage. Knowledge is pervasive and interdisciplinary in nature. Therefore, knowledge can be aligned with other functional areas in the organisation. A combination of knowledge management (KM) and human resource management (HRM) can bring best result to the organisation because of their association with people. Therefore, this study focuses on alignment of KM strategy and HRM and their contribution towards organisational success. Through this combination, success can be brought to the organisation in several ways such as innovation, learning, competitive advantage, effectiveness, efficiencies and others.
{"title":"Alignment of Knowledge Management Strategies with Human Resource Management: An Overview","authors":"Hari Prasad Mishra, S. Kumar, S. Tripathy","doi":"10.5958/2231-069X.2017.00007.5","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00007.5","url":null,"abstract":"Nowadays, organisations are regularly confronting with many unprecedented challenges. To cope up in this stiff competitive environment, organisations are investing huge amount of money, energy and efforts. In such situation, knowledge among workers is highly desirable. That will solve complex problems as well as assist to achieve competitive advantage. Knowledge is pervasive and interdisciplinary in nature. Therefore, knowledge can be aligned with other functional areas in the organisation. A combination of knowledge management (KM) and human resource management (HRM) can bring best result to the organisation because of their association with people. Therefore, this study focuses on alignment of KM strategy and HRM and their contribution towards organisational success. Through this combination, success can be brought to the organisation in several ways such as innovation, learning, competitive advantage, effectiveness, efficiencies and others.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"22 1","pages":"60-66"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77894760","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00010.5
A. Eronimus, T. Rajeswari
{"title":"A Study on Customer's Attitude towards Online-Banking Services – With Special Reference to Bank Customer in Pondicherry Region","authors":"A. Eronimus, T. Rajeswari","doi":"10.5958/2231-069X.2017.00010.5","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00010.5","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"63 1","pages":"85"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80921894","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00006.3
Daisy Gohain, Tanusree Chakraborty, Raiswa Saha
{"title":"Are Entrepreneurs Trainable Towards Success: Reviewing Impact of Training on Entrepreneurship Success","authors":"Daisy Gohain, Tanusree Chakraborty, Raiswa Saha","doi":"10.5958/2231-069X.2017.00006.3","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00006.3","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"138 1","pages":"44-59"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74089039","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00001.4
Tanusree Chakraborty, Raiswa Saha
Disasters do not leave a business unaffected. When it is natural disaster, the effects are felt at various phases of life. Organisations, work, employee life and their psychological balance all get affected by natural disasters. The impacts of natural disasters like earthquake, hurricane, and tsunami and similar others can be severely damaging to a region, businesses, economy and people. Damage to homes, businesses and infrastructure on top of the damage to lives can continue for over quite a period of time. The important task here remains for businesses to have continuity plans to offer information on how to survive back as a resilient organisation, and their operations will be gradually restored. A successful response is the outcome of an inclusive corporate readiness and a well-structured disaster management programme that creates an overarching decision-making framework that orchestrates and supports an organisation's various incident and site-level response activities. Here, the role of human resource (HR) is immense. HR leaders have a strategic role and have to shoulder the accountability to make sure that their organisations are alert of internal vulnerabilities on the human side to different types of crises and to ensure their disaster management plan takes care of all potential risks and concerns. HR needs to make sure that the human capital is taken care of, given support in all disaster management and business continuity plans. HR has to offer real value protection or enrichment through disaster communication plans, disaster resource planning, and help with training in safety and security, manage internal talent and has relevant succession planning. The present conceptual paper discusses the role of HR in managing the risks, planning for the future, immediate responses to the victims and how they can extend the support to the employees and sail through smoothly in the disaster.
{"title":"Proactive and Reactive Role of Human Resource Professionals in an Aftershock Management","authors":"Tanusree Chakraborty, Raiswa Saha","doi":"10.5958/2231-069X.2017.00001.4","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00001.4","url":null,"abstract":"Disasters do not leave a business unaffected. When it is natural disaster, the effects are felt at various phases of life. Organisations, work, employee life and their psychological balance all get affected by natural disasters. The impacts of natural disasters like earthquake, hurricane, and tsunami and similar others can be severely damaging to a region, businesses, economy and people. Damage to homes, businesses and infrastructure on top of the damage to lives can continue for over quite a period of time. The important task here remains for businesses to have continuity plans to offer information on how to survive back as a resilient organisation, and their operations will be gradually restored. A successful response is the outcome of an inclusive corporate readiness and a well-structured disaster management programme that creates an overarching decision-making framework that orchestrates and supports an organisation's various incident and site-level response activities. Here, the role of human resource (HR) is immense. HR leaders have a strategic role and have to shoulder the accountability to make sure that their organisations are alert of internal vulnerabilities on the human side to different types of crises and to ensure their disaster management plan takes care of all potential risks and concerns. HR needs to make sure that the human capital is taken care of, given support in all disaster management and business continuity plans. HR has to offer real value protection or enrichment through disaster communication plans, disaster resource planning, and help with training in safety and security, manage internal talent and has relevant succession planning. The present conceptual paper discusses the role of HR in managing the risks, planning for the future, immediate responses to the victims and how they can extend the support to the employees and sail through smoothly in the disaster.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"15 1","pages":"1-11"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90383821","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 : 2017-01-01DOI: 10.5958/2231-069X.2017.00009.9
Shyamasundar Tripathy, Sujata Mangaraj
{"title":"A Literature Review on Executive Coaching","authors":"Shyamasundar Tripathy, Sujata Mangaraj","doi":"10.5958/2231-069X.2017.00009.9","DOIUrl":"https://doi.org/10.5958/2231-069X.2017.00009.9","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"28 1","pages":"75-83"},"PeriodicalIF":0.0,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86450983","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 : 2016-04-01DOI: 10.1007/978-1-4419-1428-6_2329
{"title":"Personal knowledge management","authors":"","doi":"10.1007/978-1-4419-1428-6_2329","DOIUrl":"https://doi.org/10.1007/978-1-4419-1428-6_2329","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"22 1","pages":"8"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78711205","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 : 2016-01-01DOI: 10.5958/2231-069X.2016.00005.6
M. G. Sai, M. Sayee
{"title":"21 Success Sutras for CEOs","authors":"M. G. Sai, M. Sayee","doi":"10.5958/2231-069X.2016.00005.6","DOIUrl":"https://doi.org/10.5958/2231-069X.2016.00005.6","url":null,"abstract":"","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"52 1","pages":"38-41"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79610147","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 : 2016-01-01DOI: 10.5958/2231-069X.2016.00014.7
Simanchala Das, Tapas Ranjan Maharana
Unprecedented transformation in the business environment has forced the modern organisations to adopt innovative management practices and systems to remain sustainable in today's turbulent economy. One such management practice that has become very popular today is ‘empowerment’. Employee empowerment as an organisational programme involves providing a framework for the workforce to unleash, develop and utilise the skills and knowledge to the fullest extent possible. This is only possible in an empowered organisation characterised by the presence of an effective communication and delegation, flexibility and adaptability authentic organisational culture and above all a favourable empowerment climate. This paper seeks to review the existing models and perspectives of employee empowerment and organisational effectiveness. In the context of the study, a conceptual model was established which seeks to explore the relationship between employee empowerment and organisational effectiveness. The purpose of the study is to expand the theoretical and conceptual understanding of employee empowerment. The concept of employee empowerment is a composition of structural empowerment and psychological empowerment where the former has an influence over the later in the first place. Then the model seeks to explain the relationship of each of the perspective (structural as well as psychological) with organisational effectiveness.
{"title":"Employee Empowerment and Organisational Effectiveness: A Conceptual Framework","authors":"Simanchala Das, Tapas Ranjan Maharana","doi":"10.5958/2231-069X.2016.00014.7","DOIUrl":"https://doi.org/10.5958/2231-069X.2016.00014.7","url":null,"abstract":"Unprecedented transformation in the business environment has forced the modern organisations to adopt innovative management practices and systems to remain sustainable in today's turbulent economy. One such management practice that has become very popular today is ‘empowerment’. Employee empowerment as an organisational programme involves providing a framework for the workforce to unleash, develop and utilise the skills and knowledge to the fullest extent possible. This is only possible in an empowered organisation characterised by the presence of an effective communication and delegation, flexibility and adaptability authentic organisational culture and above all a favourable empowerment climate. This paper seeks to review the existing models and perspectives of employee empowerment and organisational effectiveness. In the context of the study, a conceptual model was established which seeks to explore the relationship between employee empowerment and organisational effectiveness. The purpose of the study is to expand the theoretical and conceptual understanding of employee empowerment. The concept of employee empowerment is a composition of structural empowerment and psychological empowerment where the former has an influence over the later in the first place. Then the model seeks to explain the relationship of each of the perspective (structural as well as psychological) with organisational effectiveness.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"141 1","pages":"106-115"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90046564","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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