"This book explores various statistical tools and models that can be used in HR research and HR decision making processes. It covers one specific function of HR and then detail various ways of usage of statistics for meaningful analysis. It details the application of statistics in the chosen area or topic with real life examples"--
Human resource management function over the years -- HR decision-making and HR analytics -- Introduction to HR analytics -- HR business process and HR analytics -- Forecasting and measuring HR value propositions with HR analytics -- HR analytics and data -- HR analytics and predictive modelling -- HR analytics for future
Talent retention is avoiding the loss of talented employees. Retention is enhanced when organizations embrace certain proactive talent management practices, including employee engagement, empowerment, career development opportunities, competitive compensation and benefits, among others. Retention prospects are also enhanced when employers maintain a positive brand or reputation in the labor market. Talent retention strategies help organizations sustain and grow, avoiding wasteful expenses triggered by the loss of talent. This article examines talent retention strategies of two century-old Indian organizations, focusing on their compensation and benefits programs.
Change in organization is a continuous process. With success in one change effort, organization has to go for successive changes. We categorize organizational change, depending on its nature and scope, into two types: transactional and transformational. Transactional changes are specific to some issues, such as change in performance management systems, a particular work process or systems, compensation policies and so on. Transformational changes are more holistic as major changes in the organization may be required. Managing a transactional change issue or issues may not require us to face major problems, when it is rational or legitimate. But a transformational change issue requires us to make effective use of change strategies, aligning with our people and organization, and it is more a long-term project. Reflecting on experience in managing change and organizational development, this article illustrates an organic model of change. The author had used this model in large- and small and medium–scale enterprises with success and had experienced it as dynamic and evolving. The author recommends a cross-country evaluation of the organic model for further validation.
R&R is a better term than C&B. This is because C&B has a negative connotation, while R&R is positive. R&R has a historical root. In every culture, religions, we have the evidence of rewards and punishment for workers. In India we have concrete evidence of rewarding good performers, and also punishing the poor performers during Mughals' dynasty, i.e., before British India. With social reforms, however, such punishment has been abolished. Today R&R practices are institutionalized in organizations globally. However, such R&R practice in several organizations is merged with C&B. In many organizations R&R is planned and managed by their strategic level, while C&B is left to the HR functions, causing the problem of integration. Thus despite having R&R embedded in their organizational culture, such organizations fail to reap the advantages of R&R in true sense. The paper argues R&R and C&B cannot be isolated, hence it requires integration. The idea was debated in a known social media. Results of the debate are inconclusive. The author argues, as R&R is gaining more importance, and today practiced by organizations across the globe, why not we re-name our traditional C&B to R&R and brings it under HR functions, R&R being more holistic.
Performance-related pay (PRP) is now a globally accepted tool to align the performance of employees, both individually and collectively, for strategic compensation management. However, there is a lack of universality in approach, both across the countries and across the organizations within a country. From an organizational point of view, PRP is expected to help achieve business goals. From the employees' point of view, PRP provides an opportunity to earn higher compensation, motivates their behavior and serves as a retention strategy. These ends are not conflicting but rather are complementary. Hence, understanding best-fit PRP practices is a legitimate line of enquiry for compensation in every country. This study critically examines the PRP systems of two central public sector enterprises (CPSEs), based in India, that were implemented more than 5 years ago. The study, based on performance data from two large CPSEs, an energy company and a steel company, over a decade (5 years before PRP and 5 years after PRP implementation), examined the impact of PRP in terms of incremental change in the performance of the enterprises. The data analysis could not substantiate any significant change in the performance of the CPSEs, and hence the study suggests the need for future longitudinal research to recraft the PRP systems in order to make it more supportive of the business strategy, rather than continuing with what has been a conventional tool to dole out cash incentives even to nonperformers.
"This book explores and collates possible contexts and constructs of closed loop supply chain management which contributes to developing and deploying strategic approaches for green business models. It also elaborates upon challenges faced by the organizations in the process of sustaining green business models, suggestive approaches to overcome such challenges, building long-term organizational capabilities through co-creation"--
