A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Mehta, Yogesh
- Emotional Intelligence among Executives of Indian Manufacturing Industry
Authors
1 MGGCPS, Indore (MP), IN
2 SGT University, Gurgaon (Haryana), IN
3 Prestige Institute of Management and Research, Indore, IN
Source
TSM Business Review, Vol 5, No 2 (2017), Pagination: 25-30Abstract
A growing body of research demonstrate that emotional intelligence (EI) is a better predictor of “success” than the traditional measure of cognitive intelligence (IQ) (Kamboj, 2014, Rai & Rao, 2014, Palmer, Donaldson, & Stough, 2002). The workplace is an ideal environment for individuals to develop their social and emotional skills, as they are motivated to develop those capabilities in pursuit of success and promotion. This study aims to find the levels of emotional intelligence of the executives working in Indian manufacturing industries and compare with age and experience. 14-item EI scale developed by Chadha and Singh (2006) was adopted for collecting the data. The results of the study revealed that executives working in Indian manufacturing industries have high level of EI. However, there is a significant difference between EI levels based on age and experience in the industry.
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Authors
1 MGGCPS, Indore, M.P., IN
2 FCM, SGT University, Gurgaon, Haryana, IN
Source
Optimization: Journal of Research in Management, Vol 11, No 1 (2019), Pagination: 48-55Abstract
Human resource plays a vital role in highly skilled and knowledge intensive industries like automobile industry. The growth and development of an organization greatly depends upon its human resource than the other resources and to achieve success it is necessary that right person must be placed at right job and his potential must be enhanced through multiple and continuous training since development and delivery of quality products and services depend upon quality of human resource. Talented and learned human resource is the need of highly competitive, dynamic and technical industries, needed continuous and multiple-skill training. Thus, to attain such human resource, industries should emphasize on developing and nurturing a strategy based human resource development practices. Results of this study could provide human resource professionals with useful and valuable information to formulate strategies to decide what human resource practices should be effectively implemented in their organizations that maximizes employee’s performance. This study investigated the impact of HRD Practices namely compensation, performance appraisal, training and development, job definition, career planning, employee participation, selection on employee performance of selected Indian automobile industries.Keywords
HRD Practices, Employee Performance, Compensation, Performance Appraisal, Training and Development, Employee Participation.References
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