Jim Flores, ControlTrix: A Newly-Installed Vice-President of Strategy Tries to Make Sense of His Company's Human Resource Policies

2008 ◽  
Author(s):  
Jaan Elias ◽  
Ben Flaumenhaft ◽  
Constance Bagley
Keyword(s):  
Human Resource ◽  
Vice President ◽  
Human Resource Policies

scholarly journals Chemistry Education Fostering Creativity in the Digital Era

2018 ◽  
Author(s):  
Mario Pagliaro
Keyword(s):  
Human Resource ◽  
Undergraduate Education ◽  
Chemistry Education ◽  
University Teaching ◽  
Teaching Methodology ◽  
Human Resource Policies ◽  
Digital Era ◽  
Fostering Creativity

Renewing undergraduate education in the chemical sciences to foster creativity using research, visualization and connectivity resources has substantial benefits, but requires changes in the curriculum and teaching methodology as well as in conventional university teaching and academic human resource policies.

scholarly journals Mapping the Relation between Emotional Intelligence and Managerial Effectiveness at Workplace: An Overview

2016 ◽  
Vol 3 (1) ◽  
Author(s):  
Nidhi Chadha
Keyword(s):  
Human Capital ◽  
Emotional Intelligence ◽  
Human Resource ◽  
Valuable Insight ◽  
Managerial Effectiveness ◽  
Human Resource Policies ◽  
The Subject ◽  
Growing Economy

The present study attempts to ascertain the importance of relationship between emotional intelligence and managerial effectiveness. Though a great deal of attention has been paid to this area in the last few decades, but the subject still requires more research as the business scenario is continuously changing and is prone to unpredictable challenges. India being a rapidly growing economy and largely depends upon its human capital and so increasing attention is being directed towards improving emotional intelligence and managerial effectiveness. Thus, this study is in a growing line of research and can provide valuable insight especially for managers as it can help in planning and executing human resource policies aimed at augmenting the effectiveness of managers.

scholarly journals AN EXAMINATION INTO EMPLOYEES’ SELF-ESTEEM AND ORGANIZATIONAL COMMITMENT IN A NON-PROFIT ORGANIZATION

NIAGAWAN ◽  
2020 ◽  
Vol 9 (1) ◽  
pp. 28
Author(s):  
Tri Wulida Afrianty
Keyword(s):  
Organizational Commitment ◽  
Human Resource ◽  
International Association ◽  
Vice President ◽  
Talent Management ◽  
Self Esteem ◽  
Team Leader ◽  
Management Team ◽  
Non Profit ◽  
Depth Interview

Dengan mempertimbangkan bahwa penelitian tentang komitmen karyawan pada organisasi non-profit masih terbatas, maka tujuan penelitian ini adalah untuk mengidentifikasi faktor-faktor yang mempengaruhi self-esteem serta komitmen organisasional karyawan/anggota pada organisasi non-profit. The International Association of Students in Economic and Commercial Sciences (AIESEC) pada Universitas Brawijaya dipilih sebagai lokasi penelitian. Dengan menggunakan pendekatan kualitatif, data primer pada penelitian ini diperoleh melalui semi structured in-depth interview. Kami melakukan interview secara mendalam terhadap Vice President of Talent Management, Team Leader of Human Resource and Capacity Coordinator, dan 4 orang anggota AIESEC Universitas Brawijaya. Data dianaliasis dengan menggunakan bantuan software QSR NVivo 12. Hasil penelitian menunjukkan bahwa kesempatan belajar dan mengembangkan diri, rasa memiliki, serta loyalitas adalah faktor yang membuat karyawan/anggota tertarik untuk bergabung dan berkomitmen terhadap AIESEC. Selain itu, hasil penelitian ini juga menunjukkan bahwa karyawan memiliki tingkat komitmen afektif yang lebih tinggi dibandingkan dengan komitmen normatif maupun komitmen berkelanjutan. Di sisi lain, organisasi melakukan banyak upaya untuk mempertahankan karyawan/anggotanya, diantarnya dengan memberikan apresiasi terhadap hasil kerja karyawan/anggota serta kegiatan Local Committee (LC).

IndiaFirst Life Insurance: Planning Next-Level Growth by Corporate Entrepreneurship

2021 ◽  
pp. 097226292110109
Author(s):  
Amarpreet Singh Ghura ◽  
Abhishek
Keyword(s):  
Human Resource ◽  
Life Insurance ◽  
Insurance Industry ◽  
Corporate Entrepreneurship ◽  
Business Leader ◽  
Insurance Sector ◽  
Human Resource Policies ◽  
Life Insurance Industry ◽  
Customer Delight ◽  
Annual Premium

IndiaFirst Life Insurance (IFLI) became the 23rd entrant in India’s life insurance industry by launching its operations in November 2009 (IndiaFirst Life Insurance, 2015). IFLI went on to break-even within 6 years of its inception by declaring maiden profits in FY 2015–2016 (IndiaFirst Life Insurance, 2015). The company stated its vision as—‘To become a Life Insurance and Pension business leader that provides significant value to all its stakeholders enabling a true customer delight’ (IndiaFirst Life Insurance, 2015). In order to implement its vision, IFLI worked its human resource policies and processes around the ‘Employees First’ approach (IndiaFirst Life Insurance, 2015). These processes had helped IFLI to become the fastest-growing company in the life insurance sector, and it was ranked 12th amongst the private insurers in terms of market ranking in individual annual premium equivalent for FY 2016–2017 ( Times of India, 2017). The company aimed to become a top 10 life insurance provider in the next few years in India in terms of retail premium business ( Times of India, 2017).

Human Resource Management on Social Capital

2010 ◽  
Vol 1 (2) ◽  
pp. 36-48 ◽  
Author(s):  
Macarena López-Fernández ◽  
Fernando Martín-Alcázar ◽  
Pedro Miguel Romero-Fernández
Keyword(s):  
Social Capital ◽  
Human Resource ◽  
Work Group ◽  
High Tech ◽  
Competitive Advantages ◽  
Strategic Positioning ◽  
Relational Dynamics ◽  
Moderating Variables ◽  
Human Resource Policies ◽  
The Relationship

Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.

Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents

2020 ◽  
Vol 51 (5) ◽  
pp. 556-572
Author(s):  
Xiuxia Sun ◽  
Fangwei Zhu ◽  
Mouxuan Sun ◽  
Ralf Müller ◽  
Miao Yu
Keyword(s):  
Case Studies ◽  
Human Resource ◽  
Exploratory Study ◽  
Qualitative Interviews ◽  
Multiple Case Study ◽  
Changing Environments ◽  
Human Resource Policies ◽  
Different Types ◽  
Multiple Case

Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential, and contextual ambidexterity. To understand and theorize on this phenomenon, seven case studies with 76 qualitative interviews were held. The results show that unpredictable and changing environments set the enabling context for ambidexterity, whereas design choices involving dimensions of structure, processes, empowerment, rewards, and human resource policies serve as structural antecedents. The managers and employees who respectively behave in supportive and initiative ways ultimately trigger different types of ambidexterity.

Smart City Research

2016 ◽  
Vol 34 (6) ◽  
pp. 647-656 ◽  
Author(s):  
Albert J. Meijer ◽  
J. Ramon Gil-Garcia ◽  
Manuel Pedro Rodríguez Bolívar
Keyword(s):  
Human Resource ◽  
Smart City ◽  
Recent Literature ◽  
Smart Cities ◽  
Building Blocks ◽  
Public Value ◽  
Good Practices ◽  
Human Resource Policies ◽  
Governance Models

There are three issues that are crucial to advancing our academic understanding of smart cities: (1) contextual conditions, (2) governance models, and (3) the assessment of public value. A brief review of recent literature and the analysis of the included papers provide support for the assumption that cities cannot simply copy good practices but must develop approaches that fit their own situation ( contingency) and concord with their own organization in terms of broader strategies, human resource policies, information policies, and so on ( configuration). A variety of insights into the mechanisms and building blocks of smart city practices are presented, and issues for further research are identified.

scholarly journals Economic Development Strategies and Macro-and Micro-Level Human Resource Policies: The Case of India's “Outsourcing” Industry

ILR Review ◽  
2008 ◽  
Vol 62 (1) ◽  
pp. 39-72 ◽  
Author(s):  
Sarosh Kuruvilla ◽  
Aruna Ranganathan
Keyword(s):  
Economic Development ◽  
Human Resource ◽  
Development Strategy ◽  
Field Research ◽  
Rapid Expansion ◽  
Human Resource Policies ◽  
Human Resource Policy ◽  
Extensive Field ◽  
Resource Policy ◽  
Economic Development Strategies

This detailed case study of India's “outsourcing” industry illustrates the challenges in linking macro and micro human resource policies with an economic development strategy based on export-oriented services. The rapid expansion in the outsourcing of services to India has raised the possibility that this sector will be a key engine of India's economic growth. Based on extensive field research carried out over a four-year period, the authors of this study argue that four interrelated human resource policy challenges threaten the outsourcing industry's growth: two “macro” problems (current skill shortages and the inability of the country to produce higher levels of skills for the long-term growth and sustainability of the industry), and two micro problems (very high levels of employee turnover and rapidly increasing employee costs). The authors evaluate current policy responses and suggest options.

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