Some Insights into Procedures and Practices to Acquire the Right Talent

HRM views talent as Human Resource Capital .The focus of talent management is to attract best talent and convert them into effective work force. The future is Talent Analytics; Human Resource Analytics is the application of sophisticated data mining, and business analytics (BA) techniques to human resources (HR) data. The descriptive study based on observation and interviews was conducted in Dr.Reddy’s an emerging Indian Pharma major in global space. The recruitment philosophy of Dr.Reddy’s is embedded in the talent acquisition process and is oriented to acquire the talent with highest commitment to fulfill the organization’s core purpose. The boomerang policy, integrated HRIS system etc., enable talent analytics in the Organization. The talent acquisition system is based on Role-Designation matrix. Keywords: HR Measurement issues, Human capital, International HRM, Performance management

Contextual Reference of Gandhian Philosophy in Human Resources Management Practices

India is a land of philosophers; Gandhi is a reformer and a modern philosopher who invented tools to inspire the masses. These tools find relevance in present day, Gandhian Philosophy is based on the four pillars; Truth, Non-Violence or Ahimsa, Self-Respect and Satyagraha. He practiced and preached the life of austerity, humbleness and truth. His philosophy of simple living and high thinking attracted the peasants, humbled the mighty and the rich. The present paper analyses the application of the principles in the present context with respect to human resources practices. The present global context requires inspirational leadership style with appropriate strategy; Gandhiji is the best strategist with follower centric approach. The human resource management practices were linked with human factor theory and defined as a bundle of practices. The strike as a right, collective bargaining, arbitration and self-introspection were some of his contributions

Examining the generalizability of research findings from archival data

This initiative examined systematically the extent to which a large set of archival research findings generalizes across contexts. We repeated the key analyses for 29 original strategic management effects in the same context (direct reproduction) as well as in 52 novel time periods and geographies; 45% of the reproductions returned results matching the original reports together with 55% of tests in different spans of years and 40% of tests in novel geographies. Some original findings were associated with multiple new tests. Reproducibility was the best predictor of generalizability—for the findings that proved directly reproducible, 84% emerged in other available time periods and 57% emerged in other geographies. Overall, only limited empirical evidence emerged for context sensitivity. In a forecasting survey, independent scientists were able to anticipate which effects would find support in tests in new samples

A Study on Predictor Variables of Organizational Climate in Educational Institutes

The Organization Climate is a fancied term which is relevant at any point of time and is transient. The contextual reference of Organizational Climate is made for its ability to attract, retain and nurture talent. But, even though higher education in India is important; it failed to attract the best talent. The Organizational Climate and its contents were subjected to further scrutiny in this paper in Institutes of Higher Education in Visakhapatnam. The study examines the profile factors and their influence on the components of Organizational Climate. Further, the intra and inter relationships were also tested. The results show direction to the practioners for improving the significant influencing factors. The sample of 150 faculty members was drawn from five Institutes of Higher Education in Visakhapatnam. The human resources practices relating to Working Conditions, Job Design, Performance Management, Compensation, Relations, Communications, Training and Development, Objectivity and Rationality, Grievance Handling and Welfare were considered for estimating the organizational climate. The multi-regression and mean analysis find organizational climate as moderate. The gender diversity and female influence were there in the Educational Institutes. However, Compensation has a very low mean. The Performance Management, Objectivity & Rationality and Relations were found to be the major influencers

Performance and Job Satisfaction - A Critical Review

The human aspect in the present context has acquired immense importance. The needbased motivational theories relate need and psychological gratification to motivation and jobsatisfaction; they consider performance as the endresult. However, Lawler and Porter postulatereversely that job performance leads to job satisfaction. The study focuses on testing the degree anddirection of the relationship between Performance and Job Satisfaction with intervening variablessuch as job relations, commitment, role conflict, value system, motivation and organizational climateand with socio-economic variables. The study is conducted on 928 employees drawn from 13 publicsector and 5 private sector organizations using simple random sampling and males as the matchingsample in the State of Andhra Pradesh, India. It isevident from the study that the performance levelof the employees is significantly lesser than theirjob satisfaction level. The analysis leads to state thatall those performing well are satisfied and all those satisfied do not perform well indicating thatperformance leads to job satisfaction, job satisfaction does not lead necessarily to performance andthe relationship is intertwined. This empirical evidence supports the theory of Lawler and Porter andsets direction for future studies at micro level