The Indian Journal of Industrial Relations
Papers
409
Papers 25
1 page of 3 pages (25 results)
Newest
Pallavi Srivastava4
Estimated H-index: 4
,
Jyotsna Bhatnagar17
Estimated H-index: 17
,
Ashok Pratap Arora4
Estimated H-index: 4
Introduction Although recent research is abundant with literature on war for talent (Ready et al., 2008), yet very little research attention has aimed at competitive talent management strategies (Bhatnagar, 2007, 2009) that can act as key differentiators in corporate success. Employer branding is one such long-term innovative HR strategy to attract and retain the best talent anywhere in the world (Wilden et al., 2010). It is important for the organizations to focus on the pre-organizational entr...
Anita Ollapally1
Estimated H-index: 1
(Management Development Institute),
Jyotsna Bhatnagar17
Estimated H-index: 17
(Management Development Institute)
Importance of Diverse Workforce Globalization has led to a lot of activity across borders of countries leading to a mobile workforce, which has intensified the diversity related interventions in organizations. Literature in the West is replete with data on the increase of non-whites that is Hispanics and African- Americans and also women entering the workforce. The nations' answer to this growing multiculturalism was to provide equal opportunities to the minorities and that involved having a quo...
7 Citations
Russell D. Lansbury12
Estimated H-index: 12
(University of Sydney),
Nick Wailes13
Estimated H-index: 13
(University of Sydney)
This paper reports the preliminary findings of a study of employment relations in the automotive assem bly industry in seven countries. It provides evidence that the impact of globalisation on employment re lations varies systematically across liberal coordinated and, to a lesser extent, Asian market economies. It also provides evidence of consid erable diversity within varieties of capitalism. This suggests that while national institutional arrange ments are important, managers and workers also...
Sanjay Kumar Singh11
Estimated H-index: 11
Introduction The high performance organization possesses clear and compelling directions in the form of mission, vision, and strategy which are embraced by the employees at all levels and that in turn positively influence the outcome measures of the company (Juechter et al., 1988). Hillgren and Morse (1998) believe that "high performance includes financial results, employee morale, and customer service & satisfaction", and high performing organizations are deceptively simple possessing four char...
6 Citations
Raduan Che Rose18
Estimated H-index: 18
(Universiti Putra Malaysia),
Naresh Kumar17
Estimated H-index: 17
(Universiti Putra Malaysia),
Nagiah Ramasamy2
Estimated H-index: 2
(Sunway University)
This paper examines the views of employees and employers from unionised companies on trade unions in Peninsular Malaysia. A majority of nonunion members perceived that employers do not display a positive attitude towards the unions at workplace. The role of the individual rather than the collective aspirations of employees is clearly emphasised by employers. The high level of employers’ opposition to unionisation is clearly an indicator of its role in the erosion of collective representation, le...
6 Citations
Wulf Gaertner16
Estimated H-index: 16
(University of Osnabrück)
whether the results found are inter temporally stable or not. The author presents here his findings which stretch over a period of roughly 15 years regarding the two situations that were given to (mostly) under graduate students in economics and business administration at the Uni versity of Osnabrueck in Germany. The first situation required that a decision be made between improv ing the everyday life of a handi capped person and offering educa tion to intelligent children. The sec ond situation...
Sanjay Kumar Singh11
Estimated H-index: 11
(Institute of Management Technology, Ghaziabad)
The paper aims to discovering the organizational macro variables which make innovation to take place at workplace and to develop a con ceptual model for use in the indus try which has been grappling with financial downturn. The meta-analy sis of the literature explicitly pro vides an insight in to the interplay of macro variables viz. organiza tional culture, organizational struc ture, organizational learning, and knowledge management architec tures to have organizational innova tion in full swi...
13 Citations
Sanjay Kumar Singh11
Estimated H-index: 11
(Institute of Management Technology, Ghaziabad),
G. Sindhu1
Estimated H-index: 1
Benchmarking The best practice in case of Human Resource Management (HRM) refers to high performance work practices (e.g. training, recruitment and selection, compensation, performance appraisal, industrial relations) that may, in turn, have an impact on firm performance and ultimately on the competitive advantage of the organization (Huselid 1995, Schuler & MacMillan 1984). In general, it has been observed that there is positive relationship between key HRM practices and the performance of the ...
3 Citations
Ray Markey12
Estimated H-index: 12
(Auckland University of Technology),
Candice Harris15
Estimated H-index: 15
(Auckland University of Technology)
+ 2 AuthorsHerman Knudsen6
Estimated H-index: 6
(Aalborg University)
This article examines both direct and representative participation by employees. The hypothesis is that effectiveness of employee participation correlates positively with work environment quality. Comparison between Denmark and New Zealand (NZ) might be instructive since the representative participative practices are greater and longer in theformer. Food processing industry is critical to both the countries in terms of employment and export income. The qualitative and quantitative data for the t...
3 Citations
Jyotsna Bhatnagar17
Estimated H-index: 17
,
Soumendu Biswas7
Estimated H-index: 7
(Management Development Institute)
Resource-based View We extend the resource based view of the firm to employee engagement and try to explore linkages with firm performance. By developing these intangible capabilities of employee engagement, it's antecedents and outcomes, which are path dependant, a firm can stay ahead of it's competitors (Teece et al 1997; Colbert 2004) and leads to VRIN which is difficult for competitors to imitate (Barney 1991).This is in line with the dynamic capability perspective, which extends the RBV (ht...
14 Citations
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