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Gankar, Sayalee
- From the Chief Editor's Desk
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KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2016), Pagination:Abstract
Welcome to the issue of the KHOJ - Journal of Indian Management Research and Practices. It gives me immense pleasure and opportunity to present the issue to the readers. KHOJ: Journal of Indian Management Research and Practices (0976-8262) has received well response by the academic community.Full Text
- Better Process Leads to Peak Performance:A Role of Human Resource Management Function towards Expatriation and Repatriation Process-An Overview through Existing Literature
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1 MIT School Of Management, Pune, IN
1 MIT School Of Management, Pune, IN
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KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2016), Pagination: 1-12Abstract
Now a days, being successful in the national market for a company is not enough. Due to globalization there have been many international investments and mergers and acquisitions. Because of these activities companies are required to think about new measurements to remain competitive in the global market. The necessity of transferring knowledge and developing international management has increased. In this meaning, expatriation and expatriates have become an essential part of international management and companies' success in the global market. Expatriation has become a common application for multinational companies. Many companies assign their high level employees for overseas jobs within the same organization for a certain time period. As a result of these assignments, expatriates gain international knowledge and upon their return they are expected to utilize their international experience to increase performance and knowledge sharing at their home organizations. However, the positive returns from expatriation cannot be harvested right away, as the repatriation process also involves some difficulties regarding adjustment to the home country after an international experience and this process can be more traumatic than expatriation.
Poor process of expatriation or repatriation has direct impact on employee satisfaction about the process and indirectly it affects the overall performance. Human Resource Management Functions plays a vital role in managing all such processes. Better process and its implementation is the base for International Human Resource management strategies. This study attempts to identify factors that impact expatriation and repatriation process and satisfaction of employee. The research study is majorly based on secondary data. This research paper was presented during GURICT-2015 at SIOM Pune.
Keywords
Expatriation, Repatriation, International HRM, Role of Human Resource Management Function and Employee Satisfaction.Full Text
References
- Expatriate Management- Perspective & Challenges, by Sumati Reddy, ICFAI University Press, 1st Edition 2006, ISBN 81-314-0335-1
- International Human Resource Management by Peter J Dowling, Cengage Learning 1st Edition 3rd Reprint, ISBN 978-81-315-1648-5.
- Research Methodology by C. R. Kothari, Wishwa Prakashan, 2nd Edition 9th reprint 1995, ISBN 81-7328-036-3
- “MANAGING CHANGE IN EMPLOYEE PSYCHOLOGY ON REPATRIATION” by Debayan Nandi and Arunava Bhattacharya at ABHINAV, VOLUME NO.1, ISSUE NO.6, ISSN 2277-1166.
- “Empowering Expatriates and Organizations to Improve Repatriation Effectiveness” by Douglas Allen, Daniels College of Business, University of Denver; Sharon Alvarez, Graduate School of Business, University of Colorado, Boulder.
- “The Challenges of Expatriation & Repatriation” by Teodora G. Nikolaeva at Department of Management Aarhus School of Business Aarhus University-2010
- “Repatriation Adjustment: Literature Review” by Gamze Arman at Chicago DePaul University – USA
- “A study on motivational factors influencing the expatriate through the expatriation cycle” By Bente Juhl & Sarah C.S. Fuglsig at Department of Management Aarhus School of BusinessAarhus University2009
- “Changing Patterns of Global Staffing in the Multinational Enterprise: Challenges to the Conventional Expatriate Assignment and Emerging Alternatives” by David G. Collings, Hugh Scullionand Michael J. Morley at Journal of World Business 42 (2007) 198–213
- “Repatriating the Expat – Challenges and Opportunities” SIETAR EUROPA Conference, Brussels, March 2000.
- “Expatriate Satisfaction in International Assignments: Perspectives from Indian IT Professionals Working in the US” by Sujoya Ray Moulik, International Journal of Human Resource Studies ISSN 2162-3058 2012, Vol. 2, No. 3
- Teaching is better than Self-Learning:Role of Management Institutes in Developing Transnational Entrepreneurs
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1 MAEER’S MITSOM, Pune, IN
2 MIT School of Management, Pune, IN
1 MAEER’S MITSOM, Pune, IN
2 MIT School of Management, Pune, IN
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KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2016), Pagination: 89-103Abstract
Transnational entrepreneurship has been in the spotlight as an emerging field during the last decade. After having been viewed previously from the perspectives of international entrepreneurship and ethnic entrepreneurship, transnational entrepreneurship has recently demarcated its own territory. A transnational entrepreneur has a specific community within which the immigrant is embedded. In general, it represents immigrants engaged in for different purposes. Historically, the common perception is that an entrepreneur commercializes an opportunity within a single institutional setting. However, many global factors, including but not limited to, reduced transportation and communication costs, free trade and diverse lifestyles, are playing a role in enhancing the entrepreneurs' abilities to conduct their businesses across national borders. Transnational entrepreneurs have the ability to generate a greater degree of and create a more efficient business than their counterparts who operate in a single country. Government of every country is taking efforts to develop transnational entrepreneurship to create self employment and increase standard of living. The education system must create new opportunities for students to develop entrepreneurial mindsets, behaviors and skills - abilities that will help them not only to create their own futures, but also to contribute to the economy and to India's standing in the world. The paper will focus on how management education is promoting transnational entrepreneurship by providing recommendations to management institutes about including entrepreneurship in the curricula for each area of academic study, which could in turn contribute to the overall development of individuals and enable them to seize and exploit opportunities. The paper also attempts to present the role of government assistance to management institutes for 'mainstreaming' enterprise and entrepreneurship education, with the objective of bringing Indian entrepreneurs at par with the rest of the world. The findings of this study will help give clarity to institutes and to aspiring entrepreneurs on how to develop the skill-sets and mindset towards enabling environments, stakeholders and entrepreneurial practices that could be synchronized into a framework for their development.Keywords
Challenges, Education System, Economic Growth, Opportunities, Transnational Entrepreneurs.Full Text
References
- Bygrave, W.D. & Hofer, C.W. (1991). Theorizing about Transnational entrepreneurship, Entrepreneuship Theory and Practice, Vol. 16, No. 2, p.13-22
- Davidsson. P., Low, M.B. & Wright, M. (2001). “Low and MacMillan ten years on: achievements and future directions for transnational entrepreneurship research“, Transnational entrepreneurship Theory and Practice, Vol.25, No. 4, p5-14
- European Commission. (2003). The Commission’s Green Paper: Transnational entrepreneurship in Europe. Fiet, J.O. (2000a) ”The Theoretical Side of Teaching Transnational entrepreneurship.” Journal of Business Venturing 16, 1-24.
- Fiet, J.O. (2000b) ”The Pedagogical Side of Transnational entrepreneurship Theory.” Journal of Business Venturing 16, 101-117.
- Heinonen, J. & Akola, E. (2007b). Transnational entrepreneurship training and transnational entrepreneurial learning in Europe - Results from the ENTLEARN project. TSE Entre. Turku School of Economics. Finland.Tampere.
- ChirantanChatterjee/ETIG. “IIMs, IITs Set Up Centers to Bring Innovations to Market, Big Idea may Come Out of This Box.” The Economic Times New Delhi, 24 April 2004.
- GEM Report - India. 2002. Global Transnational entrepreneurship Monitor. Business Line, Transnational entrepreneurship report ranks India at No. 2 Wednesday, July 16, 2003
- Gorman, G., D. Hanlon and W. King. “Some Research Perspectives on Transnational entrepreneurship Education, Enterprise Education, and Education for Small Business Management: A Ten Year Literature Review.” International Small Business Journal, April-June 1997. Gupta, A. “The informal education of the Indian transnational entrepreneur.” Journal ofSmall Business and Transnational entrepreneurship, 9 (4) 1992.
- “Higher Education in India: Issues, Concerns and New Directions.” Recommendations of UGCGolden Jubilee Seminars. Held at Eleven Universities in India; University Grants Commission, New Delhi; December 2003.
- From Editor's Desk
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KHOJ: Journal of Indian Management Research and Practices, No 2015 Spl, Pagination:Abstract
Welcome to the issue of the KHOJ - Journal of Indian Management Research and Practices. It gives me immense pleasure and opportunity to present the issue to the readers.Full Text
- Assessing Culture Impact on People Behaviour During M and A
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Affiliations
1 PGRC- MITSOM, Pune University, IN
2 MIT School of Management, Pune, IN
1 PGRC- MITSOM, Pune University, IN
2 MIT School of Management, Pune, IN
Source
KHOJ: Journal of Indian Management Research and Practices, No 2015 Spl, Pagination: 160-166Abstract
Changing economic scenario is presenting various challenges. These changing, economic environments bought joint ventures, Mergers and Acquisition and are growing modes of expansion. Organization culture is one such important attribute that indicates how organizations work. From a strategic perspective knowing organization culture and its effect on People, Processes and structure can give distinct advantage to organizations undergoing Merger or Acquisition. This study examined the impact of organization culture on the people behaviour during M&A. The data was collected from 100 employees in a structured questionnaire with one part to understand cultural differences pre and post M&A and second part to understand the people behaviour pre and post M&A. The study found a significant impact of organizational culture on the people behaviour specifically during M&A.Full Text
- Impact of Induction Training on New Joiners:A Perception Analysis with respect to Age and Gender
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1 MIT School of Management, Pune-38, IN
2 MIT-School of Management, Pune-38, IN
1 MIT School of Management, Pune-38, IN
2 MIT-School of Management, Pune-38, IN
Source
KHOJ: Journal of Indian Management Research and Practices, No 2015 Spl, Pagination: 196-201Abstract
The purpose of this research paper is to identify ways in order to improvise and customize an induction training program.
The exploratory research design has used for conducting research. A total of 30 new joiners who underwent induction training in the month of June at a leading offshore services provider organization based at India, participated as respondents in the study. The results indicated and that the new joiners were in all satisfied with the induction training program. The new joiners felt that the induction training will help them to do their job effectively. However some areas were identified where minute changes could benefit the value generated by the induction training program.
This research offers insight into whether differences in age and gender can affect the perception formed about the induction training program. It has been found through the medium of this research that, there is no association of gender with perception of new joiners towards work life balance and that there is a relationship between age and perception of attainment of professional goals of new joiners.
Since global firms devote significant sums of time and money training their new employees, the greater understanding of the process results in improved effectiveness of induction training programs.
Keywords
Induction, Training, New Joiners, Perception, Effectiveness.Full Text
- From Editor's Desk
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KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2015), Pagination:Abstract
Welcome to the issue of the KHOJ - Journal of Indian Management Research and Practices, December, 2015. It gives me immense pleasure and opportunity to present the issue to the readers.Full Text
- A Perception Analysis of Managers and Gen Y Employees towards Job Opportunities
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1 MIT-School of Management, Pune-38, IN
2 MIT-School of Management, Pune, IN
3 MIT School of Management, IN
1 MIT-School of Management, Pune-38, IN
2 MIT-School of Management, Pune, IN
3 MIT School of Management, IN
Source
KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2015), Pagination: 14-24Abstract
In today's scenario Gen Y employees comprise of almost half of the Indian working population and are growing at a rapid pace. They are the workforce of the future. Now is the time to understand and target the new generation of agents, the Gen Y group. What Gen Y really wants is to make a good living-but these young professionals also want to find happiness, fulfillment and opportunity in their work, and to build the foundation for a career that rewards in ways beyond the mere financial. The study deals with the Generation Y also known as the "Millennials". The major part of today's workforce consists of Gen Y and this study is an attempt to find out their thinking before they take up job opportunities, the study also throws light on the perception of the managers who are the job providers. The research paper seeks to identify the expectations of Gen Y employees. The researchers have used the exploratory research design for this study. Investigation was carried out through two different Structured Questionnaire i.e for Gen Y Employees and for Managers. 153 total surveys of Gen Y employees were completed and 34 responses from managers were received. From the study it was found out that the preferences of Gen Y employees change with the change in their age, marital status and the family size or the no. of dependents. The findings with regard to managers i.e. Company Tracked Gen Y Preferences before providing Job Opportunities are not affected by demographic factors such as age and gender but it varies with the type of company. In this study the monetary aspects of compensation have not been taken due to rigidity in sharing the data by the respondents.Keywords
Gen Y, Compensation, Perception, Millennials, Investigation.Full Text
- Vikrant’s Dilemma:Motivation
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Affiliations
1 MIT School of Management, Address: Saraswati Vishwa A Wing, Off paud Road, Kothrud, Pune-38, IN
1 MIT School of Management, Address: Saraswati Vishwa A Wing, Off paud Road, Kothrud, Pune-38, IN
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KHOJ: Journal of Indian Management Research and Practices, Vol 1, No 1 (2015), Pagination: 89-91Abstract
Vikrant, a young management graduate has been selected by a multinational company and is made incharge of a unit where Satish, Aditya, Rohan and Pooja shall report to him. Satish is a family oriented employee. . He believes that job isn't everything and is simply a mean of fulfilling his basic family needs. Aditya is very loyal to his organization. But, he lacks in taking up initiative and is dependent on others. Rohan is very much self-assured and is known for his 'job-hopping tendencies". Despite having a burden of his own family, he once left his job suddenly only with a dispute that he was not given salary rise as per his desire. Pooja is creative, artistic, genius and is extremely emotional. As long as others praise her she disposes with innovative and creative ideas.Full Text