HRM & Organisational Behaviour

Introduction: In hospital doctors are the key human resource for providing the health care services to patients. Doctors are not only health care providers but they also fulfill the role of managers and leaders in health care organizations.
Objective: To explore the barriers to career development of doctors and to find out the factors responsible for working with such district hospitals in Delhi.
Material and Methods: A cross-sectional study was conducted in the three district hospitals of Delhi in 2012. The responses of the doctors were recorded by a self administered questionnaire. During the time of data collection, 90 doctors were available in all the hospitals. Data was entered into MS excel sheet and analyzed by SPSS version 18.
Results: Out of total 90 doctors only 72 doctors filled the self administered questionnaire completely. Lack of training policy (44.4%) and lack of adequate infrastructure (36.1%) in hospitals were the major barriers in the career advancement of doctors. Main factors responsible for retaining more than half doctors in same hospitals were pension benefits in job (55.5%) and non transferable job (50%). To keep up the motivation of doctor’s salary enhancement (38.8%), reward system (36.1%), good working environment (36.1%), need based training or sponsoring for trainings (33.3%) and recognition of good work by administration (22.2%) were various suggestions given by the doctors.
Conclusion: To overcome career development barriers, human resource development policy is recommended at policy level keeping at forefront the present barriers and binding factor responsible for working in such hospitals by the doctors.
Key words: Human Resource, Trainings, Salary, Motivation.

Emotional intelligence (EI) is known to contribute for the success of individual or group, and plays an important role in organizational effectiveness through positive behavior. The purpose of the study was to find out the relationship between EI and different components of organization effectiveness viz., teamwork effectiveness, conflict-handling modes and leadership competencies of the scientific personnel in National Agricultural Research and Education System (NARES) in India. The data was collected from 234 respondents by administering EI Test (EIT), Teamwork Skill Questionnaire, Thomas-Kilmann Conflict Mode Instrument (TKI Test) and Leadership Effectiveness Profile. The results indicated that 93.2% of the participants recorded an average level of EI; whereas, only 6.8% have a high level of EI. Majority of participants (78.6%) recorded lower levels of teamwork effectiveness as against 19.2 and 2.2% having average and high levels of team work effectiveness, respectively. Among the conflict-handling modes, avoiding (37.2%), compromising (20.5%) and accommodating (20.1%) are the dominant modes employed by the participants. Among the leadership competencies, people enablement, directional clarity, driving persistence and change orchestration are the dominant reported competencies. EI is significantly and positively correlated with teamwork effectiveness and all the attributes of leadership effectiveness. Among the domains of EI, self-awareness, motivating oneself and handling relationships are significantly related to the teamwork effectiveness and leadership competencies. The findings of the study revealed the importance of EI in contributing the overall success of the organization through building up the teamwork effectiveness and contributing to the leadership competencies. The implication of the study includes the role of EI as important criteria in selection and recruitment and a competency to be trained in employee’s in-service capacity building programs in order to improve the overall organizational effectiveness.

Human Resource is the one of the most important resource that have the ability to differentiate to identical firms. In a highly competitive business environment, it is very crucial to have talented as well as committed employees in order to attain upper hand in the business field. That is the one thing that creates sustainable competitive advantage-and therefore ROI, company value and long-term strength-is the workforce, the people who are the company. Therefore, the HR managers are interested to measure and evaluate the commitment, motivation, positive feelings, and satisfaction of employees towards their work. The employee engagement is one of such concept that describes the overall employee-favour-to work and work environment. This paper focus on defining the concept of employee engagement through exploring the secondary data.

When bringing into discussion the process of competencies appraisal, the first thing that comes in our mind is the end of this process, more precisely, the report sheet. This is most of the times associated with terms like penalties and punishment, or most of the time with terms that do not describe the reality. As in school, the grade, along other similar qualifications, would have helped to provide a certain feature, level of competency and label for each student. The proven fact is that there were days when the students had great to excellent contributions and other days when they were not at their full potential. That is why a grade, a mark, a qualification, taken into consideration for a short period of time, could not reflect the actual potential of the student. The same thing could happen to all types of employees. And this is to the knowledge of the very human resource expert. Furthermore, in order to achieve the most accurate image on someone's competencies, together with his/her performance at the workplace, for a given period of time, we should take into consideration a well-planned and detailed process of evaluation which lasts long enough to cover as many aspects and features as possible, in order to generate a wide and clear profile that is going to help both the evaluator and the person that is evaluated. The world largest companies came in Romania and brought their well-developed know-how on employee assessments, while the SMEs have tried to duplicate their strategies at a narrow scale and the result was surprisingly bad. Our study would bring into discussion facts about performance appraisals of SMEs employees, the results undertaken so far, while providing a framework of the actual necessities. 1 OBJECTIVES OF PERFORMANCE APPRAISALS Even though there is no novelty when talking about the human resources performance appraisals, no matter the work environment or field of activity, both HR managers and employees admit that the whole process of appraisal is rather informal, that evaluation comes both ways and the results do not have any immediate effects most of the times. In order to conduct a concise analysis for SMEs employees in Romania, we should first consider what the main objectives of these processes are. We will have to take into consideration the company

L’ouvrage présente une synthèse pédagogique des fondements théoriques, des pratiques et des outils de la GRH. Il propose également une sélection d’études de cas et d’exercices corrigés permettant aux lecteurs de mettre en pratique les notions et outils présentés au fil des chapitres.

La gestion des ressources humaines est un ensemble d’actions et de dispositifs permettant aux organisations de bénéficier des moyens humains nécessaires à l’atteinte de leurs objectifs. Pour ce faire, elle s’appuie sur des outils qui visent :

– à garantir et maintenir l’adéquation entre les ressources et les besoins de main-d’oeuvre ;
– à susciter, évaluer et rétribuer les performances individuelles et collectives ;
– à assurer la régulation de la relation d’emploi.
L’ouvrage présente une synthèse pédagogique des fondements théoriques, des pratiques et des outils de la GRH. Il propose également une sélection d’études de cas et d’exercices permettant aux lecteurs de mettre en pratique les notions et outils présentés au fil des chapitres. Le volume est organisé en neuf chapitres couvrant l’ensemble des domaines de la fonction ressources humaines : recrutement, gestion des carrières, formation, évaluation des performances, rémunérations, système d’informations et digitalisation, contrôle de gestion sociale et concertation sociale.

Ce livre s’adresse aux étudiants des Universités, des IAE et des Écoles de management ou d’ingénieurs. Il intéressera également les cadres de la fonction RH et les managers qui y trouveront l’occasion d’éclairer leur propre expérience.

Het mobiliteitsbudget wordt de laatste jaren prominent naar voren geschoven als een van de antwoorden op het verduurzamen van het woon-werkverkeer of de bredere mobiliteitsproblematiek. Meer specifiek wordt het MB gezien als alternatief of aanvulling op de bedrijfswagen. In deze paper gaan we dieper in op de problemen die geassocieerd worden met het huidige stelsel van vergoedingen en de bedrijfswagen. We snijden enkele onderwerpen aan die in onze optiek ontbreken in de discussies. Voorts behandelen we de ontwerpaspecten van het MB en enkele ervaringen met vormen van het MB. We doen dit aan de hand van internationale literatuur. Dit alles met als doel de huidige discussie te voeden en uiteindelijk te komen tot een optimaal ontwerp van het mobiliteitsbudget.

The drive to create integrated and collaborative project teams has seen the behavioural assessment of suppliers become increasingly common in construction procurement exercises. Within the stated objectives of this are the desire to procure supply partners with the right 'collaborative working capabilities' and 'cultural alignment'. Belief in the benefits of behavioural assessments in procurement has become so prevalent as to be referenced in the Infrastructure Client Group's 'Alliancing Code of Practice' published by HM Treasury in 2015. However, the spread of this resource intensive practice has occurred without published evidence that it increases the effectiveness of procurement objectives. The purpose of this study is to examine the efficacy and value of behavioural assessment practices commonly used in UK infrastructure procurement exercises. The analysis draws on theories of organizational psychology and sociology as well as the industry experience of the co-authors. Importantly, the study addresses practices attempting to secure integration but which evidence suggests that they generate actual and potential waste. It is concluded that for several reasons the practices commonly used in behavioural assessment in construction procurement have little validity. The study's findings shed light on institutional pressures in the development and introduction of management policies and construction procurement practices, and call for greater collaboration between behavioural scientists and construction management disciplines. Such collaboration can be used to critically examine change proposals that may go on to generate 'institutional waste'.

Businesses struggle to deliver a consistent customer experience across a broad and complex number of touch points: succeeding requires coordination of functionally diversified departments, which is a challenge to many organizations. The authors propose a coordinated approach to overcome departmental silo thinking, in which visionary leadership anchors customer-focused purpose and installs design management to integrate the function of design into the core competency of the business. Design managers, in this solution, require skills equivalent to an evolved role of design management. To determine, which abilities design managers need to successfully integrate functional units the authors developed a competency framework. Fourteen competencies, grouped in four clusters contributed to this framework. The clusters are: managing the design process; mediating business value; building a creative environment and connecting and convincing others. To test the significance of the individual competencies practitioners were asked to rate the relevance of the competencies in effectively overcoming diversification. To 'disseminate purpose' was rated most important, followed by 'aligning design processes with business objectives', as well as the ability to 'remain self-motivated and open-minded' when dealing with others. The study revealed that specific competencies are relevant in integrating functional departments in support of delivering holistically designed customer experiences. Furthermore, the results provide valuable insights for curriculum development in educational programs, which are focused on the development of professionals equipped for the evolved role in design management.

Uit: Werk verandert: 21st century skills in de praktijk • Door technologie en digitalisering verandert de maatschappij van een industriële naar een kennis-en netwerksamenleving. In de toekomst zal technologie een nog grotere rol spelen in de samenleving. Werk dat nu wordt gedaan door mensen, wordt straks uitgevoerd door machines, of mensen worden bij hun werk ondersteund door ICT. Veel functies veranderen daardoor drastisch. • Er wordt veel geschreven over de 21st Century Skills. Deze 21ste eeuwse vaardigheden zijn nodig om op de veranderingen voorbereid te zijn. Dit zijn competenties als creativiteit, samenwerken, probleemoplossend vermogen en kritisch denken. Verder is een betrokken, ondernemende, nieuwsgierige houding belangrijk in de 21ste eeuw. Ook ICT vaardigheden spelen een belangrijke rol. (zie bijv. www.P21.org) • Hierna staan eigenschappen genoemd die gerelateerd zijn aan de 21st century skills. Vul de lijst in en check of je voorbereid bent op de toekomst! Dat doe je door jezelf een rapportcijfer te geven. Denk niet te lang na en antwoord snel. Deze test hoor bij het boek: Werk verandert: 21st century skills in de praktijk. Een publicatie van Inholland en De Haagse Hogeschool.

Although the importance of positive, trusting, and cooperative relations between HR professionals and line managers has been well documented, little is known about how organizations can systematically nurture such relationships. This article specifies the “HR–line-connecting HRM system,” which consists of a bundle of HRM practices designed to improve the relationship between HR and line managers. Drawing on the social capital perspective and HR strength theory, we propose that such HRM practices develop HR managers' social networks with line managers and facilitate the formation of a shared language between them, which should in turn result in low employee turnover. Our theory is generally supported by empirical analyses on data from Chinese high-tech firms.