Abstract:
A better understanding of the broader factors that impact on work engagement is required in order to understand how the organizational context influences work engagement. Employee engagement has gained much interest among researcher and organization because of the fact engaged employee are highly involved and they are emotionally attached to their job with a great enthusiasm going the extra mile in making sure the success of the employer beyond the employment contractual agreement. To win in the marketplace you must first win in the workplace. Modern organizations need employees who feel energetic and dedicated. Thus this paper will help organization to keep their employee engaged.
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Abstract:
The Performance Management System (PMS) is the formal system used by Managers to measure and improve the performance of managerial and professional employees. The current design of Performance Management System is the result of several years of research and development work with applied psychological research conducted in other organizations. Performance Management is a broad term, because it does not solely cover one type of discipline. The Performance Management System in an organization is based upon certain approaches like 360 degree feedback, rankings, balanced score cards, rating scales. It is the implementation of methodology which is managed by effective and result oriented training. It is very essential that the managers and employees should inter act with each other. This paper is comprised of an introduction, effectiveness and models of well managed Performance Management System.
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Abstract:
The goal of this article is to establish the importance of human resource management (HRM) and how it is emerged to provide some evidence of its context, its potential and future development. The role of the HR manager must parallel to the needs of changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this environment, the HR professionals must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development.
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Abstract:
Since 1990, viewpoint of management towards its employees began to change, role & contribution of human resources as a talent pool also become so vital that most of organization started to focus their vision & mission on the people who work for them.Now a days the traditional HRM has been revolutionized by the wave of Internet. Significance of internet can be seen as searching for best suitable job is just a click away. Hence Big Data is getting trendy among recruiters and job seekers because of its advantages like time, cost & quality etc. The data which is beyond storage capacity and which can‘t be processed by system is simply referred to as BIG DATA. Big data is definitely disruptive, potentially transformational .The consensus is clear: big data brings disruption that can revolutionize business.
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Abstract:
Minimal, brief contact with beneficiaries can enable employees to maintain their motivation by creating a connection between their role and the overall organizational purpose increasing goal accomplishment. The examination of contextual factors that enhance or stifle employees‘ creative performance is a new but rapidly growing research area. Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding. Theory and research in this area have focused on antecedents of employee creativity. In this paper, we review and discuss the major theoretical frameworks that have served as conceptual foundations for empirical studies. We then provide a review and critical appraisal of these empirical studies. By providing flexibility and regular provision of task significance increases not only productivity but also quality of service thereby harnessing the maximum potential of employees.
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Abstract:
This paper talks about the bell curve system, which is used as a tool for HR processes like Performance Appraisal and Compensation model. The work of HR managers is to distinguish the performance of the employees as good, average and poor. The bell curve is used as a tool to distinguish and distribute in each of these segments. Bell Curve or Vitality Curve is often known as 20-70-10 system where the employees are fit in one of these segments. A research conducted in 2011 and 2012 by Ernest O‘Boyle Jr. and Herman Aguini using 198 samples found that performance in 94 per cent of these groups did not follow a bell curve. Rather these groups fall into "Power Law" distribution. The paper also details on that concept. Furthermore, the paper also goes on to talk about why the bell curve system of performance appraisal needs to be scrapped. It mentions various reasons as to why this conventional system is not the most suitable anymore and describes in details about how it hampers the espirit de corps at the workplace. The paper goes on to quote real-life examples of businesses such as IBM, TCS, Wipro, Infosys and Accenture that have finally decided to get rid of this archaic system. As a potential substitute for the bell curve, the paper describes the identified replacement – IBM‘s Checkpoint, a five-point scale system. It is vital that HR fraternities understand that the bell curve method is no longer the most suitable one and there is a need to shift to better systems of performance appraisal that will help them gauge performances better and provide more realistic and accurate feedback ratings.

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Abstract:
The processing and transmission of digitalized HR information is called electronic human resource management (E-HRM). E-HRM is the application of IT for HR practices which enables easy interactions within employee and employers. It stores information regarding payroll, employee personal data, performance management, training, recruitment and strategic orientation. Information technology is changing the way HR departments handle record keeping and information sharing. It decreases the paperwork substantially and allows easy access to voluminous data. The employee can also keep track of his/her achievements without having to go through litigious procedures. It uses intranet or other web technology channels. It can also be used for implementation of different HR strategies. The authorization of different HR functions can be distributed through E-HRM.
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Abstract:
The viewpoint of management towards its employees began to change, role & contribution of human resources as a talent pool also become so vital that most of organization started to focus their vision & mission on the people who work for them. The role & responsibilities of human resource management are transforming due to change in govt. policies, unions, labor legislations & technology. Now organizations need to place greater emphasis on attracting human capital rather than financial capital. Talent acquisition and recruiting are undergoing rapid disruption, challenging companies to leverage social networks, aggressively market their employment brand, and re-recruit employees every day. To be successful in this new environment, companies should constantly attract new talent and ―re-recruit‖ the talent that is already in place. The traditional ―staffing‖ team is being replaced by a strategic ―talent acquisition‖ function, focusing on building an employment brand, sourcing people in new places using social media tools, creating opportunities for internal candidates, and leveraging the huge network of referral relationships within the company.
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Abstract:
Human resource management (HRM or simply HR) is the management of human resources. Human Resources are a business field focused on maximizing employee productivity. Human Resources professionals manage the human capital of an organization and focus on implementing policies and processes. They can be specialists focusing in on recruiting, training, employee relations or benefits. Recruiting specialists are in charge of finding and hiring top talent. Recruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs require more education and higher levels of language than current ones, recruiters communicate this to educators and community leaders etc. Our paper deals with importance and process of recruitment, the traditional trends in recruitment, modern trends in recruitment, pros and cons of recruitment, focus areas, millennial trends for years to come in the global scenario, a survey about existing trends in recruitment and case studies.
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