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Article
Publication date: 17 July 2017

A. Uday Bhaskar and Bijaya Mishra

The purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an…

1747

Abstract

Purpose

The purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an Indian public sector organization. Literature on learning organizations was reviewed to ascertain the sample organization’s progress toward becoming a learning organization. The current research also tries to explore the relationship (if any) between learning organization dimensions and organizational performance.

Design/methodology/approach

The study employed a survey method for collecting data from 204 respondents from the sample organization. The data were statistically analyzed and interpretations were made.

Findings

The study reveals that the sample organization scores high on the various learning organization dimensions (seven dimensions of DLOQ), which in turn impact knowledge performance and financial performance. Learning organization practices and processes are prevalent in the sample organization and it is progressing well toward its vision of becoming a learning organization (mentioned in its HR vision).

Research limitations/implications

The data for the study were collected from a single sample organization. Hence, any sweeping generalization of the results needs to be made with caution.

Originality/value

This research demonstrates the impact of the four levels of specific learning organization dimensions on its knowledge and financial performance in the context of an emerging country like India.

Details

International Journal of Emerging Markets, vol. 12 no. 3
Type: Research Article
ISSN: 1746-8809

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Article
Publication date: 14 September 2022

Uday Bhaskar, Bijaya Mishra, Nidhi Yadav and Paresha Sinha

Drawing upon theories of ethical ideologies (idealism and relativism) and work locus of control, this study aims to examine how ethical ideology in job seekers influences their…

560

Abstract

Purpose

Drawing upon theories of ethical ideologies (idealism and relativism) and work locus of control, this study aims to examine how ethical ideology in job seekers influences their use of deceptive impression management (deceptive IM) behavior during job interviews.

Design/methodology/approach

A time-lagged study was conducted with two measurement waves to test our hypotheses. AMOS-SEM, which included bootstrapping (5,000 re-sampling) procedures to analyze the data, was used.

Findings

Results indicate that a job seeker's relativistic ethical ideology influences their use of deceptive IM behavior during job interviews and work locus of control – internal [WLOC (internal)] mediates this relationship. Exploring the relationship between ethical ideologies of job seekers and their deceptive IM behavior at job interviews, this study found that relativistic individuals with WLOC (internal) were more inclined to engage in deceptive IM.

Originality/value

To the best of the authors’ knowledge, this is one of the first studies to explore the role of ethical ideology in influencing deception IM behavior during job interviews. Knowledge of the relationship between job seekers ethical ideologies and deception IM behavior at job interviews would alert HR managers to adopt additional screening processes to detect candidates who indulge in deceptive IM behavior to exaggerate their image to influence the interviewer's perception.

Details

International Journal of Manpower, vol. 44 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 18 September 2019

A. Uday Bhaskar and Bijaya Mishra

Workplace spirituality (WPS) has emerged as a key concept in management literature but has, thus far, remained inadequately explored in research studies. The purpose of this paper…

1366

Abstract

Purpose

Workplace spirituality (WPS) has emerged as a key concept in management literature but has, thus far, remained inadequately explored in research studies. The purpose of this paper is to draw WPS upon the organizational support theory and WPS literature to develop and test a model. The role of WPS and its moderating effect is examined in its relationship with perceived organizational support (POS), career satisfaction (CS) and turnover intentions (TIs).

Design/methodology/approach

Using a survey research design, data were collected from 314 respondents to test the proposed model. Serial mediation was tested using the two dimensions of WPS (meaningful work (MW) and sense of community (SC)) as mediators between POS and CS. For moderation, these two dimensions of WPS were used to test the variables of POS and TI.

Findings

This study found that the relationship between POS and CS is sequentially mediated by the two dimensions of WPS, namely, MW and SC, while WPS is found to enhance CS among employees, it has been found to significantly reduce their TIs by moderating the relationship between POS and TI. Thus, employee TIs are found to be lower when the relationship between POS and MW is stronger.

Practical implications

The findings of this study will help managers develop strategies and formulate effective interventions that would improve the CS of employees and reduce their intentions to quit, leading to desirable individual and organizational outcomes.

Originality/value

WPS is a relatively new construct both at the workplace and in academia and to the authors’ knowledge, this is the first study which has examined the role of WPS in the relationship between POS, CS and TIs. By examining how organizational support has a significant influence on the employee in shaping positive work attitudes, the study will contribute to the existing knowledge and address questions hitherto unexplored. The findings of this research will thus have direct implications for the practitioner as well as the manager.

Details

Personnel Review, vol. 48 no. 7
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 2 December 2019

Yehuda Baruch, A. Uday Bhaskar and Bijaya Mishra

The purpose of this paper is to develop and test a career-orientation and employability-focused model in the Indian context in order to understand: factors influencing…

1115

Abstract

Purpose

The purpose of this paper is to develop and test a career-orientation and employability-focused model in the Indian context in order to understand: factors influencing employability of graduates factors influencing expected salary gain.

Design/methodology/approach

The researchers adopted a quantitative method using a two-wave survey with a sample of MBA graduates from two prominent business schools in India. The total sample size for Wave I was 250, while for Wave II it was 161. The model was tested via hierarchical regression with MBA contribution as a moderator.

Findings

Results indicate the relevance of protean career orientation (PCO) to reaching career outcomes such as employability, with MBA contribution as a moderator.

Practical implications

The study provides a new perspective that would enhance graduates’ employability. This makes it relevant for both individuals and higher education institutions as it will help both individuals and higher education institutions to attain competitiveness at the national level.

Originality/value

The career theory was extended to the diverse socio-cultural and economic context of India, representing the BRICS economy.

Details

Personnel Review, vol. 49 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 16 March 2012

A. Uday Bhaskar

This paper seeks to highlight the important role human resource (HR) plays in organizations during mergers and acquisitions.

2994

Abstract

Purpose

This paper seeks to highlight the important role human resource (HR) plays in organizations during mergers and acquisitions.

Design/methodology/approach

The paper looks at the role of HR in various organizations that have undergone mergers and acquisitions (M&A) and captures the criticality of HR getting involved early during the process.

Findings

The paper provides case studies illustrating that if HR is involved from the early stages of the M&A deal, the chances of success are higher than if HR gets involved only after the merger has taken place.

Practical implications

The paper includes a number of case studies of successful and failed M&As and draws out the lessons for HR.

Social implications

The paper draws out the factors that help to ensure that mergers and acquisitions are good for the companies and employees involved, as well as for society as a whole.

Originality/value

The paper looks at the process of mergers and acquisitions from a mainly Indian context.

Details

Human Resource Management International Digest, vol. 20 no. 2
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 1 February 2016

Seeta Gupta and A. Uday Bhaskar

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in…

10281

Abstract

Purpose

Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR.

Design/methodology/approach

In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed.

Findings

Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent.

Research limitations/implications

Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations.

Originality/value

Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.

Details

Cross Cultural & Strategic Management, vol. 23 no. 1
Type: Research Article
ISSN: 2059-5794

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Article
Publication date: 18 September 2009

Kanika T. Bhal, A. Uday Bhaskar and C.S. Venkata Ratnam

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

4523

Abstract

Purpose

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

Design/methodology/approach

The paper reports responses of 225 managers of four banks that have gone through mergers (two merger cases), recently in India. Data are collected on a structured questionnaire containing standard scales of leader‐member exchange (LMX), leader communication and employees' reactions to M&As. The psychometric properties of the measures are established before testing the hypotheses.

Findings

Results show that affect mediates the relationship between cognitive and behavioral reactions to M&A. Leader communication fully mediates the relationship of the contribution dimension of LMX with cognitive reactions.

Research limitations/implications

The results have implications for using LMX and communication with the leader in M&A situations. Though, single source data may be a limitation but primary data from real‐life M&A situation is strength of the paper.

Originality/value

The study offers insight into the affective, cognitive and behavioral reactions of employees to merger and acquisition situations.

Details

Leadership & Organization Development Journal, vol. 30 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 5 April 2011

Bijaya Mishra and A. Uday Bhaskar

This paper aims to study how knowledge management (KM) practices are carried out in learning organisations. It seeks to find out; how learning organisations carry out KM practices

9368

Abstract

Purpose

This paper aims to study how knowledge management (KM) practices are carried out in learning organisations. It seeks to find out; how learning organisations carry out KM practices and whether there are any specific KM attributes that differentiate high learning organisations from low learning organisations.

Design/methodology/approach

The research is carried out in two information technology (IT) organisations. Qualitative data obtained from these two organisations are analysed using the grounded theory approach.

Findings

Four themes of KM process emerged after the data were subjected to grounded theory analysis. These are: knowledge creation, knowledge sharing, knowledge up‐gradation, and knowledge retention. The two sample organisations were compared on these dimensions. Two concepts emerged from this comparison, namely, knowledge enablers and knowledge inhibitors.

Originality/value

The paper attempts to find out the pattern of KM systems in two learning organisations (high learning and low learning). The findings shed some light on different themes of KM existent in low and high learning organisations and how they differ in their KM attributes.

Details

Journal of Knowledge Management, vol. 15 no. 2
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 13 May 2020

Leonardo Ensslin, Clarissa Carneiro Mussi, Sandra Rolim Ensslin, Ademar Dutra and Lydia Pereira Bez Fontana

The purpose of this paper is to support the management of organizational knowledge retention through a multi-criteria decision aiding–constructivist model.

1463

Abstract

Purpose

The purpose of this paper is to support the management of organizational knowledge retention through a multi-criteria decision aiding–constructivist model.

Design/methodology/approach

This exploratory and descriptive case study presents a decision support model guided by the constructivist approach and proactive in its operationalization.

Findings

The objectives and concerns of decision-makers regarding the retention of organizational knowledge are identified and organized into six strategic areas of concern, namely, recognition, knowledge dissemination, organizational culture, succession of professionals, management of vulnerability origins and knowledge management; a multi-criteria model is constructed and operationalized by a cluster of cardinal scales, showing and measuring the status quo of the performance profile, both in a local and global way, to support the management of the organization's knowledge retention; activities are classified into three performance levels (compromising, competitive and excellent), supported by graphical and numerical evidence; and the process to generate actions to improve the performance of critical activities and create the conditions to maximize the results of the organization is illustrated.

Practical implications

Based on the model, decision-makers are now aware of the essential aspects to support knowledge retention management, enabling them to monitor the current situation and proactively respond to ensure that the current knowledge potential is maintained and exploited.

Originality/value

Use of a constructivist approach to support the management of knowledge retention, incorporating into the model the specifics of the context and the values of its managers, and thus giving it legitimacy.

Details

Journal of Knowledge Management, vol. 24 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Content available
Book part
Publication date: 6 August 2020

Mert Gürlek

Free Access. Free Access

Abstract

Details

Tech Development through HRM
Type: Book
ISBN: 978-1-80043-312-0

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