Indian Journal of Industrial Relations: Economics & Social Dev.

Jatin Pandey ¹, Manjari Singh ¹

Affiliations
1 Indian Institute of Management, Ahmedabad, IN

Abstract

In this study the authors borrow the concept of anasakti (non-attachment) and asakti (attachment) from the Indian philosophy of Anasakti Yoga to explain the relation between two emotional labor strategies of surface and deep level acting and burnout for accredited social health activists (ASHA workers or ASHAs).Emotional labor and burnout are widely associated with jobs that involve high customer interaction. Community health workers when interact with people have similar work requirements. Asakti-Anasakti are regarded as bi-polar emotional states wherein an individual high in asakti forms emotional attachments more quickly as compared to a person who is high in anasakti. Results from 116 ASHA workers bring forth that Asakti-Anasakti mediates the relationship between emotional labor strategies and burnout.

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Jatinder Kumar Jha ¹, Manjari Singh ¹

Affiliations
1 Personnel & Industrial Relations Area, Indian Institute of Management, Ahmedabad, IN

Abstract

This paper examines the HR issues faced by microfinance institutions (MFIs), small & medium scale enterprises (SMEs), and the informal sector in India. Social challenges of poverty alleviation (repayment risk, lack of business skills training, village infrastructure etc.) and women empowerment (lack of household investment decisions, outreach, social exclusion of widows or minor community women, multiple borrowings for non-investment purposes)etc have been discussed in the paper.Some HR issues faced by MFIs are high labor turnover, low participation of women in employment, over burden of work, informal hiring (employee referrals) low compensation, lack of training and development facilities.

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Prantika Ray ¹, Manjari Singh ¹

Affiliations
1 Human Resources Management Area, Indian Institute of Management, Ahmedabad 380015, IN

Abstract

This paper examines the transition in the workplace where the baby boomers retire and the new generation (also called Generation Y) enters the workforce. Since the Millennial generation is often labeled as the entitled generation, the paper discusses psychological entitlement and the implications of entitled employees. The paper then highlights the key expectations and behaviors of the Millennial generation and considered the changes in the same with the entitlement traits in the individuals. The authors further look at the three critical HR functions - recruitment and selection, performance management and rewards and recognition and explore the possible transformation in the processes to accommodate for the change in the workforce profile.

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Manjari Singh ¹, Jatin Pandey ², Shrihari S. Sohani ³, Jatinder Jha ⁴, Biju Varkkey ¹

Affiliations
1 Indian Institute of Management, Ahmedabad, IN
2 Indian Institute of Management, Kozhikode, IN
3 Indian Institute of Management, Indore, IN
4 XLRI-Xavier School of Management, Jamshedpur, IN

Abstract

Comparable worth of jobs is very critical while taking compensation related decisions in any organization. Ascertaining the comparable worth of different jobs having varied levels of responsibility, decision-making, etc. is very challenging for any organization. However, it cannot be ignored if equity and justice has to be maintained to ensure employee trust and engagement. Organizations evaluate the comparable worth of jobs by utilizing tools that are based on methods such as job ranking, job classification, factor comparison and job points. The job point method of evaluation of comparable worth is considered to be one of the most trusted methods as it is devoid of subjectivity.

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