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1
Jain, Nikunj Kumar, Subhashis Sinha, and N. S. Iyer. "Industrial relations (Union) issues at Asian Paints Ltd." Emerald Emerging Markets Case Studies 8, no. 2 (June 20, 2018): 1–22. http://dx.doi.org/10.1108/eemcs-05-2017-0086.
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Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.
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Breen, William J. "Social Science and State Policy in World War II: Human Relations, Pedagogy, and Industrial Training, 1940–1945." Business History Review 76, no. 2 (2002): 233–66. http://dx.doi.org/10.2307/4127839.
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During World War II, the organization Training Within Industry (TWI) developed programs to help industry cope with the flood of new and unskilled war workers. Guided by representatives of the new profession of personnel management and assisted by university-based social scientists, the organization developed innovative methods of industrial training that drew on both the scientific management tradition and the newer human relations approach fostered by the Hawthorne experiments. The introduction of the human relations approach was severely criticized in the postwar era for its manipulative potential, but the wartime training program on which it wasbased did not exhibit that tendency. Moreover, management, which theoretically should have embraced TWI programs, was unsupportive, and organized labor, which had reason to be suspicious, wasvery responsive. Workplace reform, not the psychological conditioning of workers, drove the TWI programs.
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Doherty, Robert E. "Book Review: Historical Studies: The Facts on File Dictionary of Personnel Management and Labor Relations, Roberts' Dictionary of Industrial Relations." ILR Review 40, no. 4 (July 1987): 636–37. http://dx.doi.org/10.1177/001979398704000439.
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Nikolaev, Nikolay Alekseevich. "Methods of improving personnel management at enterprise as factor of labor efficiency and productivity." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 2 (June 30, 2020): 38–49. http://dx.doi.org/10.24143/2073-5537-2020-2-38-49.
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The paper highlights the relevance of increasing the labor efficiency of personnel at the enterprise level. The level of labor productivity at Russian industrial enterprises is found several times lower than at the enterprises in the United States of America. There has been carried out a review of modern Russian scientific and methodological literature to evaluate the effectiveness of the personnel management systems. A significant number of methodological tools for assessing and improving the personnel management system of the enterprise have been identified. At the same time, there are no studies of methods assessing the personnel management systems ensuring the key properties of the personnel, which is especially important for the survival, increase of competitiveness and enterprise development in a highly competitive innovation environment. There has been presented the methodical approach to the assessment and improvement of the personnel management system of the enterprise as a factor in increasing the productivity and efficiency of labor. The criteria and indicators for assessing the personnel management system of the enterprise are developed. The key properties of the personnel management system are the goal-directedness of the personnel’s activities, the level of motivation to achieve the goals of the enterprise, the coordination
of staff interaction, the correspondence of the quantity and quality of personnel to the requirements for the performance of labor functions and the goals of the enterprise, and the quality of personnel labor management. The author’s approach to assessing the type of social and labor relations of staff based on the ratio of values, interests, coordination of interaction and socio-psychological working conditions is formulated. There has been revealed an empirical dependence of the impact of the state of the personnel management system on performance indicators, personnel labor productivity, as well as the dynamics of the enterprise. Based on the studies, a direct empirical dependence
of personnel performance factors on the integral indicator of the state of the personnel management system was established. The results of testing methodological recommendations on improving the personnel management system at the enterprise using the author's approach are presented.
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Stozhko, Dmitriy, and Konstantin Stozhko. "Creative personnel management of a regional agroindustrial complex in conditions of macroeconomic instability." Agrarian Bulletin of the 201, no. 10 (October 29, 2020): 73–83. http://dx.doi.org/10.32417/1997-4868-2020-201-10-73-83.
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Abstract. The purpose of the study is to analyze and evaluate creative innovative technologies for personnel management of agricultural enterprises in the context of macroeconomic instability and uncertainty. The object of the study. The development of innovative technologies is an important condition for the formation of creative management of the personnel of enterprises. In the context of the transition to a new technological structure and the modern scientific and industrial revolution, fundamentally new technologies for human resource management arise and develop. Modern society is a society of a new type, a “risk society” (W. Beck). Therefore, creative management includes not only innovative approaches to solving the problems of personnel policy, but also new technologies for working with risks. In the context of growing macroeconomic instability and uncertainty, creative personnel management is a risk-oriented practice of recruiting, placing and organizing the work of specialists, developing their professional qualities. Methods. The study used the methods of structural-functional, program-target and comparative analysis. The subject of the research is new technologies of risk-oriented creative personnel management of agricultural enterprises. The object of the research is the personnel management system as an integral element of the system of social and labor relations. Results. The main factors of macroeconomic instability and uncertainty are identified. A detailed classification of existing personnel risks is given. The features are revealed and the practice of new technologies of personnel management is analyzed (blockchain, crowdstaffing, crowdfunding, crowdsourcing, etc.). The difficulties of adapting creative technologies of personnel management to modern conditions are shown. The thesis about the expediency of developing the practice of labor self-government at modern enterprises is argued. Scientific novelty. The author's interpretation of the essence of creative personnel management is formulated and reasoned, and its difference from innovative management is revealed. Shown is the most important manifestation of the creativity of personnel management associated with the management of personnel risks in the context of macroeconomic instability.
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Acharya, Ravi. "Abstracts Indian Management Research." Vikalpa: The Journal for Decision Makers 12, no. 1 (January 1987): 77–86. http://dx.doi.org/10.1177/0256090919870111.
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Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research. New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management. Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; production management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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Jacoby, Sanford M. "Employee Attitude Testing at Sears, Roebuck and Company, 1938–1960." Business History Review 60, no. 4 (1986): 602–32. http://dx.doi.org/10.2307/3115660.
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Despite recent interest in the history of the American worker, relatively little attention has been paid to the evolution of corporate employment and labor relations practices, particularly in the nonunion sector. In this article, Professor Jacoby examines the employee attitude testing program at Sears, Roebuck and Company and places it in a larger historical context as well as in the narrower framework of developments in personnel relations. During the 1940s and 1950s the Sears program was one of the most innovative and sophisticated applications of behavioral science to workplace problems, and it served as a model for many other companies. Although the testing program was developed as part of an ongoing effort to forestall unionization, it also had a research component that made important contributions to a number of academic disciplines, particularly organizational theory and industrial sociology.
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Stewart, Andrew. "Fair Work Australia: The Commission Reborn?" Journal of Industrial Relations 53, no. 5 (November 2011): 563–77. http://dx.doi.org/10.1177/0022185611419600.
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Fair Work Australia is a new institution created in 2009 to perform a range of functions under the Fair Work legislation – although it is far from the ‘one-stop shop’ that Labor had originally promised. It has much in common with the body it principally replaced, the Australian Industrial Relations Commission, not least in terms of its personnel. Yet, at the same time, it has the freedom to operate in ways that have more in common with two other antecedents, the Workplace Authority and the Australian Fair Pay Commission. This article explores the character of the new agency and the processes it has chosen to adopt for four key functions: the approval of enterprise agreements; the resolution of unfair dismissal claims; wage fixation; and the setting and variation of minimum standards.
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Quick, R. C., W. J. Sonnenstuhl, and H. M. Trice. "Educating the Employee Assistance Professional: Cornell University's Employee Assistance Education and Research Program." Public Personnel Management 16, no. 4 (December 1987): 333–43. http://dx.doi.org/10.1177/009102608701600406.
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This article outlines in considerable detail Cornell University's Employee Assistance Education and Research Program which is funded by the New York State Department of Alcoholism and Alcohol Abuse, in cooperation with the Christopher D. Smithers Foundation of Mill Neck, NY. It utilizes an academic curriculum in combination with field experience to further develop the EAP profession. It has been on-going since the Fall of 1985 in various New York State cities (Syracuse, New York, Rochester, and Albany) and will soon expand to include Buffalo and Long Island. The authors were assisted with implementation of the program by Bernard Flaherty, who acts as its co-director, and who is Director of the Central District of Cornell's Extension Division of the School of Industrial and Labor Relations. In addition, the article addresses a dilemma faced by personnel executives as they try to reach decisions about how to assure quality in the EAP programs, and in the personnel who staff them. On the one hand, they seek practical, applied programs that can be readily implemented and attractive to employees. On the other, there is a need to feel confident that the EAP personnel they employ are thoroughly acquainted with the workplace, and with the treatment place, and have a sound understanding of the emotional disturbances that cause troubled employees to be poor performers.
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Kozlova, Olga, Elena Dolbnya, and Maria Vasilyeva. "Expats in Russian Insurance Management." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 368–74. http://dx.doi.org/10.21603/2500-3372-2020-5-3-368-374.
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The article considers the issues of attracting expats to Russia. They were first employed in insurance management in the 1990s. The process was connected with the formation of market relations and the need to attract qualified foreign specialists. Employing expats has several advantages, e.g. advanced business technologies, improving the image of enterprises, personnel training, etc. However, attracting expats has a number of drawbacks, such as the costs associated with remuneration, family support, and extra bonuses. Employing expats has not found wide application in insurance management, since insurance markets vary significantly in institutional and industrial aspects. The automatic transfer of foreign business technologies is limited by legislation, as well as by cultural and historical traditions of Russia. The research objective was to evaluate the activities of expats in Russia, to identify the positive and negative aspects of this phenomenon both for the expats themselves and the country that attracted them, and to justify the limitations of their involvement in insurance management. The research featured the phenomenon of expats in labor markets and their activities in the Russian insurance market. The study revealed the problems associated with the insurance market of the Russian Federation, as well as some options for attracting expats to the Russian insurance management.
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Odegov, Yu G., M. N. Kulapov, and P. A. Karasev. "Talent Management – the Tendencies of Development." Vestnik NSUEM, no. 4 (December 31, 2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
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In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
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Odegov, Yu G., M. N. Kulapov, and P. A. Karasev. "Talent Management – the Tendencies of Development." Vestnik NSUEM, no. 4 (December 31, 2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
Full textAbstract:
In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
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Zavrazhnyi, Konstyantyn Yu. "Economic Mechanism for Managing the Communication Business Process of Industrial Enterprises in the Context of Globalization." Mechanism of an Economic Regulation, no. 4 (2020): 63–73. http://dx.doi.org/10.21272/mer.2019.86.07.
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The paper provides a definition of the economic mechanism for managing the communication business processes of industrial enterprises in the context of globalization as a set of a system of relations, authorities, forms and methods of organization and operation, which are regulated by legal and other norms of activity and provide effective interaction in internal and external environments. This allows to deepen the understanding of the essence in the context of globalization under the orientation towards communication (we mean interaction first of all). The composition of the comprehensive economic mechanism for managing the communication business processes of industrial enterprises is studied. This mechanism includes organizational, economic, legal, political, technical and technological, market, production, social, motivational, adaptive and communication submechanisms. This allows further formalization of the process of elemental improvement of the communication business processes of industrial enterprises. The components of mechanism are detailed. In particular, the economic submechanisms include the mechanisms of profits distribution, economic stimulus, financial, equity, investment and reinvestment in development and other mechanisms. The legal submechanisms include the mechanisms, which govern communication and professional legal relations. Organizational submechanisms include structural mechanisms, administrative and information mechanisms that ensure the development and modernization of communication activities at the enterprise, its information security. Political submechanisms include mechanisms of information policy, social and economic policy and foreign economic policy. Market submechanisms include the ones of market competition, demand and supply, etc. Social submechanisms include the ones of transparency of doing business, social responsibility, social and psychological impact, etc. Production submechanisms include the following ones: resource, implementation of new types of software and hardware and other. Technical and technological submechanisms include the ones of scientific and technological progress, technological updates. Motivational submechanisms include the mechanisms of material and non-material incentives of personnel. Adaptive submechanisms are the submechanisms of innovative development (including implementation of innovations in information field), managing the personnel potential, etc. Communication submechanisms include the ones of information-and-analytical activities (including research conducting); external communications (including the system of integrated communications tools, modern telecommunications and communications facilities); internal communications (including creating corporate culture). Key words: economic mechanism, submechanisms, management, communications, business processes, industrial enterprise.
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Emmott, Mike. "Employment relations over the last 50 years: confrontation, consensus or neglect?" Employee Relations 37, no. 6 (October 5, 2015): 658–69. http://dx.doi.org/10.1108/er-07-2015-0140.
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Purpose – The purpose of this paper is to discuss significant changes in the concept and practice of employment relations over the last 50 years. It does so from both public policy and management perspectives and highlights the continued failure to align these two perspectives. Design/methodology/approach – The paper draws on the author’s research as an adviser at the Chartered Institute of Personnel and Development, and his previous experience as a civil servant in the Employment Department. A range of published sources are relied on, including quantitative, survey based and qualitative, case-study and other evidence. Findings – The over-riding need to tackle inflation led governments in the 1960s and 1970s to make repeated attempts to build a stronger legal framework around collective bargaining, and to intensifying incomes policies which brought governments into frequent conflict with the trade unions. This was followed by incremental reform of trade union legislation under Margaret Thatcher in the 1980s, to which there has subsequently been no serious challenge. The question is posed whether the author is nearing the end of the road for trade union voice in the UK, or whether there is scope for a “new deal” under which trade unions can join with other key stakeholders in making a positive contribution towards economic regeneration. Looking forward, the paper discusses shifts in trade union approaches to industrial action and major challenges for employers, including managing individual conflict and employee voice. Originality/value – The paper suggests that the ambiguity of the term “employee relations” means the author needs to ask what are the specific challenges facing employee relations practitioners today. Employee relations managers are undertaking a wide range of jobs. Their current focus on employee relations reflects a shift from the defensive attitudes that characterised the earlier part of the period to a more positive one. The paper concludes by arguing the case for a national forum bringing together employers, trade unions and other key stakeholders to advise government on workplace issues.
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Obedgiu, Vincent. "Human resource management, historical perspectives, evolution and professional development." Journal of Management Development 36, no. 8 (September 11, 2017): 986–90. http://dx.doi.org/10.1108/jmd-12-2016-0267.
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Purpose The purpose of the paper is to trace the historical perspectives in the development and evolution of human resource management as a field of study and profession. Design/methodology/approach The paper adopts a desk research to conduct a general review of literatures that are fundamental in tracing the historical routes, evolution, and professional development in the field of human resource management. Findings The literature reviewed reveals that human resource management is a product of the human relations movement of the early twentieth century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, human resource now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In start-up companies, human resource’s duties are performed either by a handful of trained professionals or even by non-human resource personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various human resource tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of human resource, as evidenced by several field-specific publications. Originality/value The study contributes to the body of knowledge in human resource management and practices, professional development, history of human resource management and the future of human resource functions. Further attempt is made in the study to present historical perspective of the evolution of the field to prepare professional managers in managing the human resource function and disseminate the human resource development philosophy and values to improve human resource practice and recognition within the management agenda.
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Shemakov, Roman. "Made In The USA: Technological Corporatism, Infrastructure Regulation, And DuPont 1902-1917." Swarthmore Undergraduate History Journal, no. 1 (2020): 117–25. http://dx.doi.org/10.24968/2693-244x.1.5.
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The turn of the twentieth century radically renewed industrial organization across the United States. Early American corporations -- centralized manufacturing hubs with journeymen and apprentices laboring under one roof -- were seldom prepared for the transformations that scientific management and structural reorganization would bring to social relations. At the helm of World War 1, DuPont became the epitome of broader national restructuring. Through a close relationship with American military industries and legislatures, the DuPont brothers came to represent Business as an inseparable component of the State. While labor historiography has primarily focused on organizers’ relationship with regulators, important segments of its inverse -- the relationship between Industry and lawmakers -- have been ignored. In the history of DuPont’s growth lies the story of American labor’s disintegration and the organized dismantling of the civil rights campaigns. The reasons for the supposed failure of American workers to build a mass socialist party cannot be discovered in the structures of accumulation or labor markets alone, but in the insinuation of industrial change into the total sphere of American life. This paper dissects the evolution of DuPont along with American labor. The important question is why and how a corporate-state came to possess such a pervasive and socially dominant nature. DuPont is the ideal case study to analyze how capitalism transformed and joined American politicians in suppressing labor movements, writing policy, and engineering social attitudes between 1902 and 1917.
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Shemakov, Roman. "Made In The USA: Technological Corporatism, Infrastructure Regulation, And DuPont 1902-1917." Swarthmore Undergraduate History Journal 1, no. 1 (2020): 117–25. http://dx.doi.org/10.24968/2693-244x.1.1.5.
Full textAbstract:
The turn of the twentieth century radically renewed industrial organization across the United States. Early American corporations -- centralized manufacturing hubs with journeymen and apprentices laboring under one roof -- were seldom prepared for the transformations that scientific management and structural reorganization would bring to social relations. At the helm of World War 1, DuPont became the epitome of broader national restructuring. Through a close relationship with American military industries and legislatures, the DuPont brothers came to represent Business as an inseparable component of the State. While labor historiography has primarily focused on organizers’ relationship with regulators, important segments of its inverse -- the relationship between Industry and lawmakers -- have been ignored. In the history of DuPont’s growth lies the story of American labor’s disintegration and the organized dismantling of the civil rights campaigns. The reasons for the supposed failure of American workers to build a mass socialist party cannot be discovered in the structures of accumulation or labor markets alone, but in the insinuation of industrial change into the total sphere of American life. This paper dissects the evolution of DuPont along with American labor. The important question is why and how a corporate-state came to possess such a pervasive and socially dominant nature. DuPont is the ideal case study to analyze how capitalism transformed and joined American politicians in suppressing labor movements, writing policy, and engineering social attitudes between 1902 and 1917.
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Bissola, Rita, and Barbara Imperatori. "The unexpected side of relational e-HRM." Employee Relations 36, no. 4 (May 27, 2014): 376–97. http://dx.doi.org/10.1108/er-07-2013-0078.
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Purpose – The purpose of this paper is to examine whether the organizational redesign opportunities currently offered by web-based technological innovations contribute to rebuilding and strengthening the employee-HR department relationship, rendering personnel management policy criteria more transparent, increasing perceived fairness and thus helping to instil trust in the HR department, albeit in a diverse virtual context. Design/methodology/approach – The authors designed a survey involving 526 Gen Y employees and tested the hypotheses using structural equation modelling analyses. Findings – The results confirm a positive relationship between relational e-HRM system adoption, procedural justice and trust in the HR department. Research limitations/implications – The results provide evidence that technology can support the development of institutional trust in virtual environments and thus contribute to the growing e-HRM literature, to the more consolidated strategic HRM research domain and to the debate on trust in technology-mediated relationships. Practical implications – The paper provides valuable and at times unexpected results on the new potential role of the HR department in the current fluid and insecure labour market, thereby forming the basis for defining some useful guidelines to design and implement the e-HRM architecture. Originality/value – The paper focuses on understanding how relational e-HRM could impact on the direct employee-HR department relationship, from the Gen Y employees perspective, that is almost neglected in the growing literature. Moreover it suggests some unexpected insights on the role of technology innovativeness in moderating the impact of e-HRM on trust in the HR department.
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Valov, T. V. "Impact of 1998 Economic Crisis on the Dynamics of Market Reforms and the Privatization Process in Russia (on the Example of St. Petersburg)." Nauchnyi dialog, no. 3 (March 27, 2021): 347–62. http://dx.doi.org/10.24224/2227-1295-2021-3-347-362.
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The impact of the 1998 financial crisis on the dynamics of market reforms and the privatization process in Russia and St. Petersburg is examined in the article. The activity of the government aimed at curbing the crisis tendencies in the first half of 1998, as well as the activity of the Cabinet of E. M. Primakov on the reanimation of the Russian economy in September — December 1998, is analyzed. The main reasons for the default, the impact of the crisis on privatization activity, the state of industrial enterprises, the banking sector, the transformation of integrated business groups, the level of welfare of the population, the state of relations “center-regions” are considered, and the social reaction to these changes is investigated. The state of the industry is revealed on the example of St. Petersburg enterprises. The approaches of the government of E. M. Primakov to the privatization policy are investigated. The features of personnel policy in the Ministry of State Property of the Russian Federation and the Committee for the Management of City Property of St. Petersburg are considered. The study of the causes and consequences of the default showed that this event became a key event in the development of the Russian economy, significantly influenced the pace of privatization activity and the state of financial and industrial groups, and also became the starting point for subsequent economic growth.
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Іhnatenko, Mykola, and Inna Irtyshcheva. "Strategic guidelines for the development of management of sports organizations in Ukraine." University Economic Bulletin, no. 46 (September 1, 2020): 82–88. http://dx.doi.org/10.31470/2306-546x-2020-46-82-88.
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The subject of the research is the theoretical, methodological and practical basis for the formation of the content and functions of sports management, achieving efficiency and strategic guidelines for its development in the future. The purpose of the work is to determine the content, functions, technologies and effectiveness of management in the field of physical culture and sports and to analyze the existing directions of foreign management in order to justify the strategic guidelines for the development of sports management in Ukraine. The methodological basis of the article is both general scientific and special methods of scientific knowledge. Methods were used: historical, dialectical, monographic, system-structural analysis and synthesis of economic comparisons, expert assessments, graphic. Result of work. The article identifies sports management as the management of sports organizations. Its features, main functions and their content are revealed. Strategic guidelines for the management of sports organizations for the future are defined, taking into account the experience of foreign countries. They are aimed at ensuring mass availability of physical culture and sports, affordability of their services, introduction of innovations in the process of providing and implementing management, and development of related activities. Scope of the results. The conclusions and results of the article can be used in the scientific and educational process of economic faculties, faculties of physical culture and sports of higher education institutions; in the management and activities of institutions and organizations of physical culture and sports. Conclusions. Physical culture and sports are much more than events with sports records, victories and medals, which retain their appeal for many. Sport is presented as a joy that brings physical activity to millions of people with a huge number of volunteers and qualified personnel. After all, the main principle of "sport for all" and its management is to ensure access to sports and physical exercise for all social strata and groups of the population, regardless of their racial, ethnic and cultural affiliation, their place in the system of industrial and labor relations, social status and income, and property and social status in General.
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Duncan, Thomas K., and Christopher J. Coyne. "The Revolving Door and the Entrenchment of the Permanent War Economy." Peace Economics, Peace Science and Public Policy 21, no. 3 (August 1, 2015): 391–413. http://dx.doi.org/10.1515/peps-2015-0001.
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AbstractThis paper analyzes the “revolving door” phenomena in the military sector in the US. The revolving door refers to the back-and-forth movement of personnel between the government and private sector. We examine the structure of the revolving door and explain how its very nature leads to the perpetuation of the permanent war economy. This analysis yields several important implications. First, the dynamics of the revolving door shape the military-industrial complex in a way that serves the narrow interests of select elites rather than the broad interests of citizens. Second, because the perverse incentives are a product of the institutional structure of the US military sector, the negative consequences are also structural and cannot be solved by increased oversight.
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Chen, Xu, Shuyao Wu, and Xinyu Guo. "Analyses of factors influencing Chinese repeated blood donation behavior." Industrial Management & Data Systems 120, no. 3 (December 18, 2019): 486–507. http://dx.doi.org/10.1108/imds-09-2019-0509.
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Purpose The purpose of this paper is to link subjective data obtained from a questionnaire survey with blood donation behavioral data, constructs a conceptual model of the factors that influence repeated blood donation behavior, and explores the mechanisms and degrees of influence of the value and cost elements of blood donors on repeated blood donation behavior. Design/methodology/approach First, this study constructs a conceptual model of the factors that affect repeated blood donation based on delivered value theory. Second, this paper is driven by subjective data obtained from a questionnaire and big data on blood donation behavior; the use of multisource data can help us understand repeated blood donation behavior from a broader perspective. Through data association and systematic research, it is possible to accurately explore the mechanisms through which various factors affect repeated blood donation behavior. Findings The results show that among the value elements, personnel value (PV), image value and blood donation value affect blood donation behavior in decreasing order. The change in PV per unit directly caused a 0.471-unit change in satisfaction, which indirectly caused a 0.098-unit change in donation behavior. Among the cost elements of blood donors, only the impact of time cost (TC) on repeated blood donation behavior was significant, and a change of one unit in TC caused a change in repeated blood donation behavior of −0.035 units. In addition, this paper groups subjects according to gender, education and age and explores the differences in the value and cost factors of different groups. Finally, based on the research results, the authors propose corresponding policy recommendations. Originality/value First, the authors expand the application field of the delivered value theory, and provide a new perspective for studying repeated blood donation. Second, through questionnaire data and blood donation behavior data, the authors comprehensively explore the factors that influence repeated blood donation behavior.
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Čadil, Jan, Karel Mirošník, and Ludmila Petkovová. "Impact of R&D subsidies on enterprise performance in the Czech Republic." Society and Economy 38, no. 3 (September 2016): 387–98. http://dx.doi.org/10.1556/204.2016.38.3.7.
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The attention and support that R&D receives from economists and politicians reflects its importance as a key element of competitiveness and growth in advanced economies. But the real effect of policy upon public support depends on the technological level and structure of the economy and on the ability of beneficiaries to use the support effectively. We should also ask whether the current measurement of R&D outcomes and their subsequent assessment actually reflects real-world situations. The paper presents results of a research focused on the effectiveness of R&D subsidies on the performance of private enterprises in the Czech Republic. We deliberately focus on financial data and compare beneficiaries with unsuccessful applicants using techniques of counterfactual analysis. Although supported actors exhibit higher values of certain variables like assets, personnel expenditures or value added, these cannot be claimed to be the result of R&D support. These findings suggest the very limited effectiveness of R&D support to private actors in the Czech Republic, at least in the short run.
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Anokhov, Igor Vasil'evich. "Intra-firm feudalism and the risks of its digital amplification." Вестник Пермского университета. Серия «Экономика» = Perm University Herald. ECONOMY 15, no. 3 (2020): 344–68. http://dx.doi.org/10.17072/1994-9960-2020-3-344-368.
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Ever changing environment brings to light the need to create the appropriate hierarchical management structure maintaining efficient and sustainable firm’s performance. The scholars become more focused on the importance of the non-formal rules determining the nature of the intra-firm relations. This article attempts to justify theoretically the applicability of the feudalism categories to the analysis of the hierarchical management structure in the modern industrial enterprise, as well as to define the ways to overcome the negative implications of the intra-firm feudalism. Methodologically, the research is based on the provisions of the A.A. Bogdanov’s general organizations science. The article justifies the in-house system of relationships, which, in fact, correlates with the fundamental characteristics of the feudal relationships. This system of non-formal relations affects the approved managerial decisions, determines the nature and goals of the structural units of the industrial enterprise. It is shown that the nature of these non-formal relationships shapes the long-term resilience of the firm. The article looks at how the in-house departments obtain the elements of quasi-feudal power by controlling the functional levels of the firm – physical (control over the main assets), distribution (control over the material, labor, and energy resources), economic (impact on the cash flows), and design and technological (impact on the strategic development and firm’s technologies). The main reason for the intra-firm feudalism is the difference in opinions among the top managers of the firms and its employees, which, in its turn, is caused by different assets circulation periods – the main means of manufacturing and labor. It is claimed that information asymmetry inherent to the hierarchical structure is the indispensable condition for the intra-firm feudalism. In-house feudalization amplifies when a particular employee and its department acquire specific capital, including experience, knowledge about the manufacturing technologies, ties with colleagues and outside subjects, etc. It is justified that economy digitalization changes the composition and the structure of the feudal lords’ powers, while the scales of intra-firm feudalism manifestations do not change. To counteract the firm’s feudalization, the article proposes measures, including dismissal of the feudal lords and destruction of feuds, delegation of the design and technological powers from the feudal lords to the personnel, blurring the feudal lords’ powers, changing the business conditions for feuds, changes of the hierarchical structure in the firm. It is noted that the intra-firm feudalism can be restrained by setting up a new intra-firm unit – General Council of Employees empowered with design and technological rights with the level inversely proportional to the intra-firm feudal lords’ power level. Therefore, higher level of powers given to the firm’s employees will restrain the powers of the intra-firm feudal lords. Further research is seen to be connected with the assessment of the hypothesis concerning the development of the intra-firm feudalism in particular industrial enterprises.
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Jacobs, Trent. "Against the Grain: Three Proppant Delivery Approaches That Buck the Status Quo." Journal of Petroleum Technology 73, no. 01 (January 1, 2021): 28–31. http://dx.doi.org/10.2118/0121-0028-jpt.
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Pumping proppant down a wellbore is the easy part. Ensuring that the precious material does its job is another matter. A trio of field studies recently presented at the 2020 SPE Annual Technical Conference and Exhibition (ATCE) highlight in different ways how emerging technology and old-fashioned problem solving are moving the industry needle on proppant and conductivity control. These examples include the adoption of unconventional completion techniques in a conventional oil field in Russia and work to validate the use of small amounts of ceramic proppant in North Dakota’s tight-oil formations. Both studies seek to counter widely held assumptions about proppant conductivity. A third study details a recently developed chemical coating that Permian Basin producers are applying “on the fly” to sand before it is pumped downhole. The new adhesive material has found a niche in helping operators mitigate the amount of sand that returns to surface during flowback, a sectorwide issue that drives up completion costs and later may spell trouble for artificial lift systems. Disproving “The Overflush Paradigm” After conventional reservoirs are hydraulically fractured, both from vertical and horizontal wells, it has been standard practice for decades to treat the newly propped perforations with a gentle touch. The approach to this end is known as underflushing. When underflushing, the goal is to leave behind just a few barrels’ worth of proppant-laden slurry over the perforations before attempting to complete further stages. The motivation for this boils down to the need for an insurance policy against displacing the near-wellbore proppant pack and causing the open fracture face to pinch off before it ever has a chance to transmit hydrocarbons. Such carefulness comes at a price. Underflushing raises the risk of needing a cleanout before oil can flow optimally to surface. This not only delays the arrival of first oil, it means extra equipment and personnel are required. However, a more glaring downside to underflushing is that it appears to be an unnecessary precaution. The near-wellbore fracture area is, in fact, more robust than what conventional wisdom allows credit for.
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Blasingame, Tom. "Survive, Revive, Thrive: Chapter 9: Apparent Horizon." Journal of Petroleum Technology 73, no. 06 (June 1, 2021): 6–7. http://dx.doi.org/10.2118/0621-0006-jpt.
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The definition of apparent horizon: the plane or line where the earth or water and sky seem to meet. If you do nothing, you get nothing.—Aung San Suu Kyi, Burmese politician/diplomat/author, 1945 You get a lot of advice in this job. A former SPE President told me that these columns should never be about “where we (presidents) went and what we did last month; nobody’s interested in that.” While I have tried to abide by that rule, I can tell you that this past month was an extraordinarily full month, all from the computer screen, of course. I have dealt with the widest possible spectra of SPE membership from freshman students to geriatrics, like myself. It has been both exhausting and inspiring to see and feel the creativity and labor of our SPE members. As unsolicited advice, if you are looking for inspiration, then I encourage you to talk to those who have lost their jobs or even their businesses. I have dealt with several in both groups during the past month. Listen carefully to them. These colleagues look forward to when they can again contribute to our industry and they have that unique never-say-quit attitude that defines our industry. If you want to understand the word “resilience,” just listen. They are truly inspiring.Luck is where opportunity meets preparation. —Seneca, Roman writer, 54 BC–39 AD Frankly, I spend almost all of my time for SPE just as Seneca suggests. The modern interpretation of this is that “the harder I work, the luckier I get” (attributed to the golfer Arnold Palmer). Specifically, I am looking for that “apparent horizon” where SPE can best serve its members in a fashion that presents a multitude of significant opportunities. In short, we are getting prepared to be lucky. Life could be wonderful if people would leave you alone.—Charlie Chaplin, English actor, 1889–1977 The Year(s) of Living Virtually In a recent panel I was involved in, I confess I did not expect (nor hope) to be the one to get the question “Is work-from-home here to stay?”, but I did. I thought I should share my views so you can taunt me with how wrong I am or could be. The obvious answer is yes. The efficiency and effectiveness of work-from-home (or remote working) is well documented, and probably to no one’s surprise, people are working an average of 2 or more extra hours/day when working from home. The positives of work-from-home are obvious. Professionals can work very well with less supervision than anyone might have thought possible before the COVID pandemic. Occasional, or minimal commuting, provides a generally better home life and better time management, and there are exceptional (potential) cost savings from less commuting, travel, etc. There are also negatives for work-from-home. The really bad news is that we probably don’t need as many management personnel. There is significant meeting overload. A rule of thumb is that for 80% of the people, 80% of the meeting time is wasted time. Historically people must be seen in order to be seen as relevant. The presumption being that if one is not seen, then they are not working.
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Шляхов, O. "Ethnopolitical Contradictions in Katerynoslav Region in the Conditions of the Systemic Crisis of the Russian Autocracy of the End of XIX - BEGINNING OF THE XX CENTURY." Problems of Political History of Ukraine, no. 15 (February 5, 2020): 49–61. http://dx.doi.org/10.33287/11927.
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In the post-reform period, the Katerynoslav province was used as a locomotive of capitalist transformations, and on the other hand represented polyethnic and poly-denominational territories inhabited by Ukrainians, Russians, Jews, Germans, Poles, Greeks, Tatars, Bulgarians. etc. Such diversity could not but affect the ethnic relations in the region, which left a significant imprint on them. These relationships, in turn, were characterized by both relationship development and mutual influences, and a sufficiently high level of conflict. In particular, the author analyzes the causes and manifestations of superechtas between representatives of different ethnic groups that inhabited Katerynoslav region at the end of XIX - early XX centuries.Thus, it is emphasized that the rupture of social ties and impoverishment of a large part of the population during the transition from traditional to industrial society objectively created the basis for the spread of xenophobic and nationalist sentiments. At the same time, attention is drawn to the fact that at this time tsarism continued to build its intrinsic policy on the principles of the great power, the basis of which was known the «Uvarov» triad – «autocracy, Orthodoxy, nationality», in particular, when the official ideology was counted ethnic Ukrainians to Russians. Therefore, in the confines of a large-scale, chauvinistic policy, the Ukrainians were demolished and assimilated, and the rights of the Jewish population and representatives of other ethnic groups inhabiting the empire were restricted at the legislative level.Conflicts on the national soil in the region have seen an increase in the number of riotous actions against the local Jewish population, as well as the launching of anti-German campaigns, especially during the First World War. In addition, numerous disputes in Katerynoslav province have arisen between Ukrainians and Russians, as well as between local workers and foreign management personnel, who appeared in large numbers at the factories and mines of the region in the modern period. All this led to the destabilization of the socio-political situation, becoming a significant component of the revolutionary crisis that swept the Russian Empire in the early twentieth century.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 13, no. 1 (January 1988): 85–93. http://dx.doi.org/10.1177/0256090919880111.
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Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management. Management Accounting, and Control; Marketing; Organizationand Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management: Environment, Policy, and Planning; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 11, no. 1 (January 1986): 91–103. http://dx.doi.org/10.1177/0256090919860113.
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Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are, Financial Management; Management Accqunting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 11, no. 2 (April 1986): 175–84. http://dx.doi.org/10.1177/0256090919860212.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors senu a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 11, no. 3 (July 1986): 255–61. http://dx.doi.org/10.1177/0256090919860310.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing iservice complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 11, no. 4 (October 1986): 347–56. http://dx.doi.org/10.1177/0256090919860412.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 12, no. 2 (April 1987): 87–95. http://dx.doi.org/10.1177/0256090919870211.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 12, no. 3 (July 1987): 91–98. http://dx.doi.org/10.1177/0256090919870311.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research i.n management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their. inclusipn will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, arid Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 12, no. 4 (October 1987): 77–84. http://dx.doi.org/10.1177/0256090919870411.
Full textAbstract:
Abstracts of management research in India are intended to facilitate research in management. The Indian Council of Social Science Research, New Delhi, sponsors the abstracting service. Vikalpa would very much appreciate it if the authors send a reprint of their articles in management and related disciplines to Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 13, no. 2 (April 1988): 91–98. http://dx.doi.org/10.1177/0256090919880210.
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Abstracts of Management Research provide references to articles based on Indian data and environment. Seventyfive prominent journals, published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas and theories having a bearing on management in India and abstracted for this service, sponsored by the Indian Council of Social Science Recearch, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management: Environment, Policy and Planning; and Policy, Planning and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 13, no. 3 (July 1988): 99–106. http://dx.doi.org/10.1177/0256090919880313.
Full textAbstract:
Abstracts of Management Research provide references to articles based on Indian data and environment. Seventy five prominent journals, published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in manage- ment and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management Environment, Policy and Planning; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 14, no. 1 (January 1989): 93–98. http://dx.doi.org/10.1177/0256090919890111.
Full textAbstract:
Abstracts of Management Research provide references to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa Office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration: Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; and General Management: Environment, Policy, and Planning.
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"Abstracts Indian Management Research." Vikalpa: The Journal for Decision Makers 13, no. 2 (April 1988): 91–98. http://dx.doi.org/10.1177/0256090919880211.
Full textAbstract:
Abstracts of Management Research provide references to articles based on Indian data and environment. Seventyfive prominent journals, published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas and theories having a bearing on management in India and abstracted for this service, sponsored by the Indian Council of Social Science Recearch, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and Control; Marketing; Organization and Administration; Personnel Management and Industrial Relations; Production Management, Computers, and Operations Research; General Management: Environment, Policy and Planning; and Policy, Planning and Development.
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"Indian management research." Vikalpa: The Journal for Decision Makers 10, no. 1 (January 1985): 65–94. http://dx.doi.org/10.1177/0256090919850108.
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The purpose of these abstracts is to provide reference facilities in the management field. These abstracts have been sponsored by the Indian Council of Social Science Research. These abstracts cover books and articles on empirical studies, experiences of people involved in the management process, and concepts and theories based on Indian data and environment written by Indian or foreign authors and published in India or abroad. The following areas of management are covered: Financial Management, Management Accounting, and Control (FM) Marketing (M) Organization and Administration (OA) Personnel Management and Industrial Relations (PMIR) Production Management, Computers, and Operations Research (PMCOR) General Management: Environment, Policy, and Planning (GM) Policy, Planning, and Development (PPD) Books and articles published after January 1974 are covered in Vikalpa. Abstracts of publications between 1970 and 1973 have been published in two volumes by the Indian Institute of Management, Ahmedabad. For further details please write to Professor Shekhar Chaudhuri. For reprint of articles abstracted in Vikalpa please contact the original journals.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 13, no. 4 (October 1988): 93–98. http://dx.doi.org/10.1177/0256090919880413.
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Abstracts of management literature provide reference facilities to teachers, researchers, and practitioners in the field of management. Materials based on either empirical studies and experiences of people involved in the process of management or concepts and theories which have a bearing on management in India have been abstracted here. This service, sponsored by the Indian Council of Social Science Research, New Delhi, covers articles from nearly 100 journals, the articles are based on Indian data and environment, written by Indian or foreign authors, and published in India and abroad. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to their office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Financial Management, Management Accounting, and ContrQl; Marketing; Organization and Administration; Personnel Management and. Industrial Relations; Production Management, Computers, and Operations Research; General Management: Environment, Policy, and Planning; and Policy, Planning, and Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 14, no. 4 (October 1989): 75–86. http://dx.doi.org/10.1177/0256090919890410.
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Abstracts of Management Research provide reference to articles based onindian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and themjes having a bearing on management in India. are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. The areas of management covered in the abstracts are: Finance, Accounting, and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration, and Industrial Relations; Production/ Operations Management; Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology, and Management in Government; Economic Growth, Planning, and International Trade;. Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 14, no. 3 (July 1989): 103–13. http://dx.doi.org/10.1177/0256090919890311.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting, and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration, and Industrial Relations; Production/ Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology, and Management in Government; Economic Growth, Planning, and International Trade; Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 15, no. 1 (January 1990): 87–98. http://dx.doi.org/10.1177/0256090919900111.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the al!thors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting, and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration, and Industrial Relations; Production/Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology, and Management in Government; Economic Growth, Planning, and International Trade; Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 15, no. 2 (April 1990): 93–105. http://dx.doi.org/10.1177/0256090919900208.
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Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India_and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office.Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting, and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration, and Industrial Relations; Production I Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology, and Management in Government; Economic Growth, Planning, and International Trade; Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 15, no. 3 (July 1990): 81–92. http://dx.doi.org/10.1177/0256090919900308.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration and Industrial Relations; Production/Operations Management, Quantitative Methods; Computers, and Information Systems; General Management; Policy, Technology and Management in Government; Economic Growth, Planning, and International Trade; Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 15, no. 4 (October 1990): 89–100. http://dx.doi.org/10.1177/0256090919900409.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration, and Industrial Relations; Production/Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology, and Management in Government; Economic Growth, Planning, and International Trade; Agriculture, Natural Resources Management, and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 16, no. 1 (January 1991): 91–101. http://dx.doi.org/10.1177/0256090919910110.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration and Industrial Relations; Production/Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology and Management in Government; Economic Growth, Planning and International Trade; Agriculture, Natural Resources Management and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 16, no. 2 (April 1991): 99–109. http://dx.doi.org/10.1177/0256090919910210.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service; sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration and Industrial Relations; Production/Operations Management, Quantitative Methods; Computers and Information Systems; General Management: Policy, Technology and Management in Government; Economic Growth, Planning and International Trade; Agriculture, Natural Resources Management and Rural Development.
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"Indian Management Research." Vikalpa: The Journal for Decision Makers 16, no. 3 (July 1991): 105–14. http://dx.doi.org/10.1177/0256090919910310.
Full textAbstract:
Abstracts of Management Research provide reference to articles based on Indian data and environment. Over 100 prominent journals published in India and abroad are scanned for the purpose. A list of these journals is available on request. Empirical studies, experiences, ideas, and theories having a bearing on management in India are abstracted for this service, sponsored by the Indian Council of Social Science Research, New Delhi. Vikalpa would very much appreciate if the authors send a reprint of their articles in management and related disciplines to the Vikalpa office. Their inclusion will help render the referencing service complete. The areas of management covered in the abstracts are: Finance, Accounting and Banking; Marketing and Advertising; Organizational Behaviour; Human Resources Management, Personnel Administration and Industrial Relations; PrOduction/Operations Management, Quantitative MethOds; Computers and Information Systems; General Management: Policy, Technology and Management in Government; Economic Growth, Planning and International Trade; Agriculture, Natural Resources Management and Rural Development.