Current Issue : January - March Volume : 2013 Issue Number : 1 Articles : 5 Articles
In todayââ?¬â?¢s industrial world there are lot many inter-related factor which contributes for the growth of it. One of the\r\nmost important factors which contribute to its fast growth is employer-employees relationship. If the Industrial relations are\r\nproperly maintained in an organization, than there are every chance of its growth and prosperity. High morale of the employees\r\ncreates a feeling of attachment in their minds and they work with full power and energy to attain the objectives of both. That\r\nwhere the role of an effective Boss came into play. The employer i.e. the boss of an industry by this term means the person who\r\nsupervises the work of the workers. He guides every activity in industry. The owner of an industry appoints him to supervise the\r\nsubordinates through his skill, ability and personality. Boss basically works on two qualities of his subordinates-ââ?¬Ë?can doââ?¬â?¢ and\r\nââ?¬Ë?will doââ?¬â?¢. Even if The Boss is not very charismatic then also bossesââ?¬â?¢ role is very important for the growth and survival of business.\r\nGoods and services both have to be provided, products has to reach to the customers. For achieving all this workerââ?¬â?¢s efforts need\r\nto be integration. All this is possible through the efforts of the Boss. In the fast changing scenario and the changing personal\r\nneeds, attention must be given to the relationship between the boss and workers. Both side need to behave empathetically. As\r\nthe Boss is responsible for growth of business, and for doing this all, he is must have the authority to utilize his finance,\r\nadministration and legal powers. In this cutthroat world the boss has to keep his approach reasonable as far as employers are\r\nconcerned. So, there is a need for a balanced approach and for changing the industrial policies as per the changing business\r\nneeds....
The study investigated the impact of human capital formation programmes on organizational\r\ncommitment of workers in industrial organizations in South-Western Nigeria. This study\r\nadopted ex-post-facto research method. A total of 240 respondents were selected for the study\r\nusing proportionate stratified sampling technique.\r\nThe Human Capital Formation Scale (HCFS) with three subset scales which include:\r\nComputer Skill Training Scale (CSTS) and Conflict Management Skill Training Scale\r\n(CMSTS) and Organizational Commitment Scale (OCS) was used for data collection.\r\nHowever, the research questions generated for the study were tested using Regression\r\nAnalysis and t-test statistical method at 0.05 alpha levels. The finding of the study revealed\r\nthat the human capital formation programmes (taken together) significantly influenced\r\norganizational commitment of workers. Also, finding revealed that computer skill training\r\nand conflict management skill training have significantly influenced organizational\r\ncommitment of workers. It was found that there is no significant difference between male and\r\nfemale employees exposure to each of the human capital formation programmes. The finding\r\nfurther showed that there was no significant difference in the level of both male and female\r\nworkers participation in human capital formation programmes in both public and private\r\norganizations selected for the study. Based on the findings of the study, it is recommended\r\nthat human capital formation programmes should be given priority by all establishments in\r\norder to forestall organizational commitment for all levels of workers. Also, training needs of\r\nthe organization as well as that of workers must be identified before making\r\nrecommendations for training. Moreover, human resource development policies should be\r\nwell defined and be entrenched in the mission statement of all work organizations in Nigeria,\r\nin order to foster equity and promotional skill acquisition....
In an industry there are many factors which are responsible for the smooth functioning of it. The prime factor which contributes most to its growth is human factor. The relationship between employer and employees plays a very vital role in it. In this article we have tried to find how employees behave to the presence of their Boss at workplace. There is no denial to the fact that the presence of Boss is Imperative both for the Organisation and its employees. It is very interesting to note that a few of the employees have answered the reason for which they replied either ââ?¬Ë?yes; or ââ?¬Ë?noââ?¬â?¢ to bossesââ?¬â?¢ presence question. This behavior of the employees cannot be ignored as to why they are afraid of answering this question. May be they are scared of answering this question or maybe they are confuse as what to say and how. If we analyze from the depth, this comes out that leader presence however not so warmly, is welcomed by the employees. Result shows that employees like their boss at work place either for their monitory benefits or in their trouble shooting moments and not for their encouragement. Employees have never considered the organizationââ?¬â?¢s interests in replying for the bossââ?¬â?¢s presence question. For them the priority was their own goals/interests....
The CIO is a relatively new executive management role that is considered to be on par with other\r\nââ?¬Å?Cââ?¬Â suite of executivesââ?¬â? the CIO taking responsibility for a firmââ?¬â?¢s information technology (IT)\r\ncapabilities in supporting organisational requirements. Executive management positions tend to\r\nembody four types of activities that address the important areas of organisational planning,\r\norganising, leading and controlling. Given the importance of the CIO position as an executive\r\nmanager, this paper reports on research that documented CIO activities associated with planning,\r\norganising, leading and controllingââ?¬â? allowing the role to be documented and understood from\r\nwhat is commonly acknowledged as the four fundamental areas of management. A content analysis\r\nof a set of CIO job descriptions allowed 46 distinct CIO activities to be identified which allowed an\r\noverview of the position to be determined with internal-external focused organisational activities\r\nbeing observed. The paper is one of the first that notes the CIO activities from an executive\r\nmanagement perspective and contributes to further understanding of the position...
The purpose of this paper is to discuss the relationship between Human Resource Information\r\nSystem (HRIS) functions and Human Resource Management (HRM) functionalities. The\r\ntheoretical framework of this paper is based on previous HRM and HRIS research where the\r\ncontributing role of HRIS is measured by the compliance and application level of HRIS\r\nfunctions to HR functionalities. A survey questionnaire was sent to five different banks and a\r\nresponse rate of 61.5% was received. The target groups of the questionnaire were HR\r\ndepartments that include HR managers and professionals in the Jordanian banking sector.\r\nIn this study, human resource information system functions were found to have a relationship\r\nwith HRM functionalities. More specifically, it was found that strategic integration,\r\nforecasting and planning, human resources analysis, and communication and integration have\r\nno relationship with human resource functionalities. Whereas, it was found that performance\r\ndevelopment, knowledge management, and records and compliance as dimensions of human\r\nresources information systems have a relationship with human resources functionalities....
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