eChapters

Abstract

The major objective of this chapter is to examine how knowledge management initiative can bring competitive edge and help organizations to compete in a knowledge era. People now viewed as being the most valuable asset and ‘people management’ being a pertinent issue in knowledge management, the pivotal role of HR is being increasingly recognized by the organizations in a knowledge economy. The chapter starts with a discussion on the nature of knowledge management, theory, and process and then explores the role of human resource practices in facilitating the KM process in organizations. The author examines how different HRM practices like talent management, performance management, training and development, fostering trust, reward systems, institutionalizing learning systems and leadership can be linked with the knowledge management process to achieve competitive advantage.

Abstract

This chapter highlights the need of performance appraisal. It discusses various measures and methods of performance appraisal with respect to organizational goals. Performance counseling, when used as a part of performance appraisal is a strong motivational tool for the employees and results in organizational effectiveness. The issue has been discussed from the perspective of employer and employee

Abstract

The professionals carry additional moral responsibilities as compared to the general population and in society the professionals are capable of taking actions and decisions in a situation which the general public cannot take due to the lack of relevant training and knowledge. Ethics are used world-wide in large companies as well as in small businesses. Ethics is required to be promoted in the work place since it gives employees a sense of trust and worth that can help the business and employees succeed. The client places trust in the professional on the basis that the service provided will be of benefit to them. The purpose of this chapter is to study about need of ethics, types of professional ethics, moral principles of professionals and ethical decision making. Further the study is supported by case studies to make the chapter more relevant.

Abstract

Workplace has become more and more complex due to tremendous pressures and high expectations and it poses heavy demand on the managers and leaders to exhibit their emotions smartly and intelligently. Thus, in the present scenario social and emotional competencies are considered as very important ingredients of individual’s efficiency and effectiveness at workplace. Emotional intelligence is the ability to sense, understand, value and effectively apply the power and access of emotions as a source of human energy, information, trust, creativity and influence. Present chapter elucidates different models of emotional intelligence and role of culture and sociological factors in defining emotional intelligence.  It also explains the four cornerstone model of emotional intelligence. These four cornerstones made emotional intelligence moved out of the preview of psychological analysis and philosophical theories into the domain of direct knowing, exploration and application. These are emotional literacy, emotional fitness, emotional depth and emotional alchemy, which are significant in the organizational context. Finally chapter describes about different measures of emotional intelligence.

Abstract

Whenever human beings come together and interact, there are bound to be conflicts. It is the struggle between individuals or groups or organizations for values, status, power or scare resources, that creates tension and frustration. It cannot be totally eliminated, it has to be managed. Positive conflicts sometimes lead to innovations or new directions of thinking in the Research and Development (R&D) environment. But negative conflicts mainly breed unproductiveness, a climate of distrust and suspicion, antagonism, and neglect of organizational goals. Conflict arises due to one of the three reasons : unacceptability, uncertainty and incomparability of alternatives. The problem of unacceptability arises when the most preferred alternative is not found to be acceptable. Uncertainty arises when the individual faces problem to select one from the alternatives. The incomparability dilemma is a situation where the decision maker does not have standards to compare alternatives. Modern managers must be equipped to deal with different types of conflict and devise strategies to resolve them. This chapter deals with conflicts at individual level, at group level or at organizational level, their resolution through negotiation or collaboration, models and methods for managing conflicts, etc in details. A healthy organization climate can unblock creative potential of its employees, streamlining and facilitating efforts for the good of the organization and its employees.

Abstract

No one is born with the gift of good time management skills and it is rarely taught at schools or universities. The ways to manage time and get the things done is something which has to be developed and implemented by an individual himself. We need to find out the perfect method that will suit us. We may often wish to get more time but we only get 24 hours, 1,440 minutes or 86,400 seconds each day. The perfect ways to utilize time depends upon skills learned through self analysis, planning, evaluation and self control. Establishing a time management depends on individual’s personality, ability to self motivate and level of self discipline. The objective of this chapter is to focus on benefits of time management, tips for time management, steps for time management and various techniques of time management. The study is supported by case studies which will help in understanding the chapter thoroughly.

Abstract

Stress can be due to both positive as well as negative experiences, which also forms a necessary part of our daily lives. If we consider an evolutionary standpoint stress was necessary for survival (i.e., imagine hunting large prey on which one’s entire tribe is dependent) and in our modern lives also stress is important as it motivates us for the fulfillment of tasks and changes. Pressure is felt from the environment during transition period ( like at the time of high school graduation) and in preparation for some events (like job interview). Although stress can be a motivation tool, too much stress or inability to cope up with stress can have an adverse effect on the health of an  individual. This chapter represents the study on stressors, various sources of stress, outcomes of stress, and various strategies which will help an individual to cope up with stress. The study is supported by case studies which helps in understanding the chapter more clearly.

Abstract

Leadership behavior is seen in every group of social animals like elephant, honey bee, human being, etc. Initially people thought this behavior as inborn character and only few lucky people possessed it. But now it has been proved that this character can be developed by interested people through systematic training. In every family parent are playing the role of either leader or manager and being a role model gradually transmitting this behavior to their children from childhood itself. Training begins at home of every successful leader.  In this article the characteristic features of leaders, style of their functioning, leadership theories and the difference between a leader and a manager are discussed in details. Important tips have been mentioned to follow for becoming a good and successful leader.

Abstract

Mentoring is a personal enhancement strategy through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies. The concept of mentoring is not new. Guru – Shishya traditions in every old civilization are the examples of mentoring by which culture, technology and knowledge have been successfully disseminated from older generation to newer generation. Being an important career building factor, now more emphasis is given to develop mentoring relationship in organization level. In office culture mentoring facilitates an environment in which an individual grows both as a person and as a professional.

Abstract

Training is for improvement of a person. Training is no longer optional. In the 21st century, an organization’s capacity to effectively train its people is part of its ability to survive.  And if that capacity isn’t there, or if it is defective, then the organization itself will reveal that flaw in a number of destructive ways, including loss of bottom line profits. Needs identification will help to identify the necessary and relevant issues for proper planning and implementation. Needs identification is the first logical step to determine and justify the requirement for training in the first place. It acts as a prognosis of an organizational ailment. There are various methods and techniques to identify needs which are then categorized into four major categories : democratic, diagnostic, analytic and compliance needs. Since none of the technique is self sufficient in nature it is advisable to have a combination of techniques so as to get the true result i.e. the actual training needs. Need analysis is the next step in the training process to determine training for whom, why and what. The three major components of needs analysis are organizational/strategic analysis, task analysis and person analysis. Organizational analysis involves determining the extent to which training is congruent with the company’s business strategy and resources.

Abstract

Motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. Motivation is a complex area. It’s different for different persons. Alignment of aims, purposes and values between staff, teams and organization is the most fundamental aspect of motivation. Organizational work culture and employees behavior are two important factors in taking decision on motivation techniques to be followed in the organization. Security of job, reward on better performance, importance of employee’s view in decision making, positive attitude, decisive leadership, etc bring motivation among employees. The five practices such as get to know every employee, challenge them to improve the performance, treat each employee as client for a day, establish great idea award and implement the great idea in organization activity, can improve the motivation of employees. They should be considered as resources, trusted by giving responsibility and rewarded with performance bonus for better motivation in the workplace.

Abstract

People are the most important and valuable resources of any organization. Dynamic people can build dynamic and growth-oriented organizations. No wonder that late Homi J Bhava advocated on identification and selection of a dynamic scientist and building a laboratory ‘for’ him and ‘around’ him and not the reverse, that is, building a laboratory with certain aim and then search a suitable candidate to steer it. Effective employees can contribute to the effectiveness of the organization. Competent and motivated people can make things happen and enable an organization to achieve its goal. Therefore, organizations should continuously ensure that the dynamism, effectiveness, competency, and motivation of its people remain at a high level. Human resource development is a continuous process to ensure the development of employee dynamism, effectiveness, competencies and motivation in a systematic and planned manner.

Abstract

Human Resource Management (HRM) is an essential function of every organization. Information Technology (IT) application has made such ‘human resource management’ function easy, to a great extent. Now a day, IT has been used widely across the organizations to perform different functions like, Recruitment, training, maintenance and development etc. Human Resource Information System (HRIS) is one of the latest contributions of IT to the area of human resource management, which is going to revolutionise management in 21st Century. Technology has brought changes in the existing working styles of organisations. By the introduction of HRIS, it enhances the efficiency of the organisation by changing the traditional way of working. In Human Resource Information Systems, many organizations use employee data in traditional ways. These can create conflict with the rights and interests of employees, with external stakeholders, and with society at large. The present paper discusses such issues. Other soft issues like, challenges and possible solutions are also discussed.

Abstract

Training is essential but expensive. Hence, training impact is a crucial measure. National Agricultural Research System (NARS), India employs about 30000 scientists. To effectively manage such huge scientific-capital, Indian Council of Agricultural Research (ICAR) establishedCentres for Advanced Faculty Training (CAFT) and National Academy of Agricultural Research Management (NAARM). CAFT train faculty of State Agricultural Universities (SAUs), while NAARM trains scientists of ICAR institutes and SAUs. Assessing impact of these training programmes becomes essential. Application of knowledge, skills and attitude (KSA) acquired during training back at job environment is training-transfer that addresses learning, behaviour and results levels of training impact. This chapter critically analyses training-transfer of NAARM and CAFT programmes, suggests empirical framework to enhance impact of NAARM and CAFT programmes and thus contributes to literature. Policy strategies suggested in this paper hold wider applicability.

Introduction

Training is the crucial and expensive component of HRD, intended to improve the efficiency and effectiveness of performance of the members of organization through planned learning efforts, transfer of such learning at work place and in turn improvement of the organizational performance. Given such objectives, most of the training programmes fail to inculcate the transfer component in trainees (Subedi 2004). Hence, there is an increasing concern over training transfer at work place and the resultant improved organizational performance in terms of productivity, efficiency, effectiveness and turn over etc (Howard 1995, Huselid 1995, Martocchio and Baldwin 1997 and Salas et al.. 2000, Thayer1997).

Improving the skill set of individuals is an important agenda of any development organization. The individuals may be anyone in the system who is directly or indirectly connected to the system.  Agriculture System is a complex and multi-stakeholder system with farmers as the axis of the wheel with other stakeholders’ forms part of spokes of the wheel. The scope for capacity building or training of every stakeholder has been peaking tremendously given the ever changing nature of the profession. The public and private training Institutions are vying with each other for conducting trainings in order to sustain the existence of the Institutions. Though a few institutions are really trying hard to take the technologies in real terms to the farming community, the following observations are very difficult to be masked.

1. Introduction

With the advent of globalization and subsequent economic liberalization, the focus of Indian agriculture is shifting from “subsistence” to “commercial” mode, where farming is viewed as a “business” rather than “life-support” system of poor farmers. Enabling farmers “decision-making” capacity is a primary driver of success in the market-oriented agriculture. This “commercial focus” has brought tremendous changes in the “nature” and “mode” of extension work. On the other hand, extension work organizations in developing countries like India, are being impacted by sharp decline in public sector funding, rapid technological innovations especially in the Information and Communication Technologies (ICTs), and the shift to a knowledge-based workforce. These developments created new opportunities for the extension workers to perform the information dissemination, capacity building and technology application more effectively. 

Agricultural colleges and universities were first formed in the belief that farm production could be increased as a result of the systematic application of current technology and agricultural research findings. The mission of these early educational institutions was to scientifically study agriculture with the participation of the farming community; to carry the results to a broad range of farmers who could use them; and to train farmers, extension workers, agricultural teachers and researchers so that agricultural production could continue to be increased on a sustained basis. In many of the developing countries, agricultural education and training have failed to adapt and respond to the realities of rural societies. In response to the urgent need to review and adjust teaching and training in agriculture at all levels. The training is an important tool to overcome the problem faced by the rural people all over the world. The availability of the resource is the crucial determining factors to strengthen the training Programme for the needy people.

In India’s National Extension Programme, professional workers constitute the link between the people and the institute created to advance economic and social change upon the character philosophy, technical knowledge and compliance of these workers largely rests for the success of the programme. Hence the quality of these workers and their training is the important element to be dealt with properly and guided wisely.

In early fifties, the Gramsevak / Village Level Workers (VLW’s) served as a key-man in Community Development Programme and therefore, the Government of India aimed at imparting him by better training and supervisory assistance. As a step in this direction, Gramsevak Training Centers were started to impart training to GramSevaks / VLW’s and Extension Officers were appointed in block for better supervisory assistance.

Training helps people to become qualified and proficient in doing some jobs (Dahama, 1979). Usually an organization facilitates the employees’ learning through training so that their modified behaviour contributes to the attainment of the organization’s goals and objectives.
 
Training needs refer to the gaps between desired and expected levels of performance. Needs may be numerous. Besides they also need group, affection, recognition and fulfilment of their talents.

Training need may be defined as difference between existing and desired performance of person(s). In other words it is a gap between job requirement and job performance. That means it is gap between the existing and desired level of competency. Thus, the attitude, knowledge and skills of a person are lower than desired if the gap is significant there is a need for training.