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Rai, Soumi
- Gender Diversity in Boardrooms: Comparative Global Review and India
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1 Assistant Professor, Symbiosis Institute of International Business, Pune, IN
1 Assistant Professor, Symbiosis Institute of International Business, Pune, IN
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Journal of Strategic Human Resource Management, Vol 1, No 2 (2012), Pagination: 16-24Abstract
This paper seeks to review and highlight the aspect of lower women representation on Indian corporate boards through a comparative global outlook, portraying facts related to women participation in workforce, the business case for gender diversity, and the current situation in India with an attempt to understand factors that may be contributing to the above cause. The paper represents a comparative study across developed nations (viz. European countries, US, Canada) and some developing nations to understand where they stand in the current perspective related to women representation on Corporate Boards. Effort is to highlight and suggest future directions of empirical research which may be conducted on this very issue towards enhancing women empowerment in decisional roles across organizations, upgrading their social status and bringing this gender at equivalence with male counterpart in a country, biased in gender outlook and emancipation.Keywords
Boards, Corporate, Diversity, India, WOCB
References
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- Re-thinking Workforce Diversity in the Context of India
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Authors
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1 NICMAR, Pune & Scholar, Symbiosis International University, Pune, IN
1 NICMAR, Pune & Scholar, Symbiosis International University, Pune, IN
Source
Journal of Strategic Human Resource Management, Vol 2, No 2 (2013), Pagination: 1-10Abstract
Workforce diversity refers to a model of inclusion that reflects a globalized economy and a multicultural workforce where diversity of thoughts and perspectives, based on individual differences are leveraged by organizations for growth and progression (Harvey 2012). This study is focused on understanding aspects of Diversity that is cultural (impact of national culture), generational or gender-related, and its imperatives-cum-constraints in managing a diverse workforce in India through a critical literature review process. The context of this study is ischolar_mained in the challenges being faced by both MNEs and local Indian managers towards managing expectations and aspirations of a globally dynamic and knowledge intensive workforce that is in a phase of rapid metamorphosis and transition from being only Indian to being Global Desis.Keywords
Cultural, Diversity, Gender, Generational, India, Workforce- Strategic HRM Perspectives: Study of Indian Gen Y Management Professionals
Abstract Views :349 |
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Authors
Affiliations
1 National Institute of Construction Management and Research (NICMAR), IN
1 National Institute of Construction Management and Research (NICMAR), IN
Source
Journal of Strategic Human Resource Management, Vol 3, No 3 (2014), Pagination: 10-18Abstract
This research is based on a pilot study conducted on a limited population of Gen Y employees in the executive cadre having work experience of minimum 1 year to an upper limit of 8 years, within the age group of 19-29 years. The study shows that contrary to the general belief of employees getting motivated on aspects of enhanced pay, stable career and satisfactory work environment; Gen Y employees expect fairness in allocation of pay and benefits based on capability and merit, give higher importance to challenging work and strive to maintain cordial relationships with their peers and supervisors, collaborating for enhanced learning and career growth opportunities.This study emphasizes that Gen Y management cadre employees across industry categories, irrespective of gender tend to give a higher level of importance to aspects of career growth, meaningful work, work-life balance and cordial relationships which challenges preset HR notions of motivation, performance evaluation and pay allocation demonstrating that this generation is highly different from its previous counterparts in their openness, inquisitiveness and ability to foster collaboration for growth.Keywords
Gen Y, HRM, India, Organisation, Strategic, Supervisor.References
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- Development of a Causal Framework Linking Work Values, Perceived Organisational Support, and Job Attitudes
Abstract Views :336 |
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Authors
Affiliations
1 National Institute of Construction Management and Research, Pune, Maharashtra, IN
1 National Institute of Construction Management and Research, Pune, Maharashtra, IN
Source
Journal of Strategic Human Resource Management, Vol 6, No 3 (2017), Pagination: 6-16Abstract
The present study is focused at Indian Generation Y employees who comprise almost half of the Indian working population and are growing at a rapid pace. Preliminary studies and efforts related to deciphering these young employees have classified them as the most demanding population with high expectations from the work environment in terms of better on-site support facilities and norms for work-life balance. The research proposes a conceptual model that seeks to link outlook and approaches of this generation based on their work values (extrinsic, intrinsic, status-related, freedom-related, and social related) to their expectations from organisations (perceived organisational support or POS) in terms of organisational support and its causal relationship with job attitudes like affective commitment, felt obligation, job satisfaction, and turnover intention through outlining relative propositions and giving an understanding about the rationale and significance of the proposed conceptual model.Keywords
Generation, India, Job Satisfaction, Perceived Organisational Support, Work Values.References
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