Does Locus of Control Mediate the Relationship Between Personality Integration and Self-Disclosure?

The topic of self-disclosure has been explored significantly and considered to greatly impact employees' relationships. Thus, this chapter explores the association between personality integration and self-disclosure considering how locus of control acts as a mediator. The sample was collected from public and private sector organizations in Uttarakhand. The data was collected through a cross-sectional survey-based research design, and a convenience sampling method was used. Thus, a total of 192 questionnaires were distributed during office hours. In the final analysis, only 189 responses were considered; the rest were discarded due to missing data. The authors use correlation and four-step hierarchical multiple regression analyses. Results show that internal locus of control partially mediates said association. Further, it was found that personality integration is positively associated with self-disclosure through internal locus of control. Additionally, external locus of control has a positive effect on self-disclosure. Implications and scope for future research is highlighted.

Applicability of Six Sigma in Human Resource Management

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

Jio-Bharti Airtel Data War and Strategy

The chapter examines various viewpoints in regards to Reliance Jio and Bharti Airtel. This includes the entry of Jio in the telecom space along with the difference in the market Jio bought right after its introduction of the services for public. The focus area for the research has been the secondary sources. A complete understanding of both these companies has been taken into account for this study to pick up the points that both Jio and Bharti have been lacking upon and areas in which one has surpassed the other by attracting a new set of consumers into their family. The chapter as recorded by the facts presented through the Telecom Regulatory Authority of India Analytics Portal witnessed that Jio proved to have an upper hand in terms of the quality of service, which included data speed and tariffs. The other side of the story shows Bharti Airtel's lack of dominance in 4G experience delivery after Jio's entrance.

Role of TQM in Sustained Business Performance in Indian Automotive Supply Chain

This chapter creates a place in which TQM (total quality management) differs from business sustainability. Management can focus themselves more accurately when they understand the missing link between these two aspects. It also helps to reduce and eliminate certain wastes related to cost and efficiency and helps to produce better quality with minimum waste. In this study, a TQM framework is developed according to a comprehensive literature review: primary data collection through a structured questionnaire and interview of performers/nonperformers at various levels in different organizations. Analysis of data is used to establish the relationship between attributes of TQM and business sustainability. TQM enhances the cost effectiveness while helping suppliers to produce enhanced quality to their customers and with minimum efforts and lesser rejection. Analysis of data is used to establish the relationship between attributes of TQM and cost effectiveness in an organization.

Attrition Risk Management

A company cannot be successful if it fails to retain talent in the organization. They have to manage effectively their resources, comprising financial, psychical, and human resources. This is important because higher attrition rate can have various consequences that an attrition incident can cause. It can affect profitability, customer loyalty, revenue, and market image. This chapter aims to identify the antecedents and precedents of attrition in different sectors and evaluates the data received to understand the actual scenarios and its implication on future. This aspect is very important as employee attrition and retention strategies influence the trajectory of the organization.

Training for Ecommerce Adoption

This chapter empirically investigates the decision of small and medium‐sized enterprises of wooden handicraft located in Saharanpur, India to adopt ecommerce. The study is motivated by the fact that even though the handicraft sector plays a vital role in the Indian economy in terms of exports and employment, it has not adopted ecommerce as one of the prominent sales channels for their products. Most of the studies in the literature focus on consumers, but here the focus is on the executives and the managers of SMEs. The study was done by surveying 163 sampled SMEs and the findings reveal that initial e-commerce adoption is mainly determined by organizational awareness and technological readiness. This chapter suggests training providers should focus on recipient and situation specific training to SMEs while designing programmes. Philosophy of one-size-fits-all is not suitable for handicraft training. Post-understanding determinants of initial and institutionalized ecommerce adoption require customized context-specific programmes with special focus are needed to be implemented.

How Does Empowering Leadership Contribute to Organizational Commitment of Millennials?

This chapter explores the influence of empowering leadership on organizational commitment of Indian millennials. Also, the mediating effect of trust in the leader is examined. Primary data were collected from the sample of 440 IT employees working in Delhi/NCR. Structural equation modeling (SEM) was used to test the proposed relationships based on model fit and standard path coefficients. Findings indicate that empowering leadership has a significant positive effect on organizational commitment and trust in the leader, which also has a significant positive effect on organizational commitment, and trust in the leader has shown to have a partial mediating effect on the relationship between empowering leadership and organizational commitment of millennials. The chapter contributes to the limited empirical literature on the linkage between empowering leadership and organizational commitment in a generational context, specifically millennials in Indian context. The chapter provides a leadership-based approach to bolster organizational commitment of millennials.

Service Innovation and Its Consequences

The corporate world in the present times pays special heed to the skills, knowledge, and attitude of an employee as these characteristics plays a crucial part in the success of the organization where the employee works. In this chapter, the authors map the various aspects that are completely indispensable for the learning and development of the employee given by the leader ultimately transforming the employee into a more efficient and responsible professional. Pervading the relevant knowledge to the employee and the organization by a leader can cause tremendous change in the behavior and performance of the employee. This exchange of knowledge results in a more focused approach and instills a sense of belief within the employee, and this creates a camaraderie that leads to smooth working and creates a milieu of trust and confidence in turn benefiting the organization in the long run.

Employee Happiness a Valuable Tool to Drive Organisations

Are your employees happy? How happy are they? Does happiness really matter? It is well said that when people are monetarily capitalized, they want a return, and when people are emotionally devoted, they want to contribute. In organisations, emotions are imperative. Emotions, whether positive or negative, drive our behaviour, especially at the workplace where the contribution of each employee is an asset to the organisation. So, the query arises, Can organisations employ positive emotional contagion to change the behaviour of individuals to do what they want? This chapter emphasizes a new ground that happiness is having critical importance in today's parlance to both employees and employers. This chapter presents a snapshot of various definitions, theories, findings of various studies, causes, and consequences of happiness and unhappiness in the organisation and how the happiness can be nurtured or improved at the workplace.

Employee Retention

Attrition is a major problem in many Indian IT firms. On an average, attrition stands at around 14.5% in many major IT firms, making it a major problem. Attrition is not only a result of poor HR policies; it is also because of the many aspirations and need for career development for many young professionals. This gap between fulfilling the aspirations of the new entrants and the scope of development at any organization is the result of attrition. From the study, it has also been concluded that recognition, valuing one's individual opinion, and also the aspect of broadening and the scope of an organization to provide enough career development prospects in terms of training, executive education, and salary, etc. are also factors because of which many young professionals leave their respective organizations. Therefore, there is a need to amend the existing employee practices in order to meet the ever-changing momentum across the organizations and reduce the cost that happens due to attrition.