The main objective of the study is to assess the potential effect of diversity management on employees commitment towards their organization. Primary data based on a sample of 400 respondents from 162 Indian organizations have been analyzed to test the stated hypothesis. Results of regression analysis revealed that implementing diversity management in the form of equality based HR practices i.e. recruitment and selection, training and development, performance appraisal, and compensation practices leads to increased organizational commitment among employees working in firms operating in India. The implications for HR practitioners, senior managers, and organizations are also discussed.

The use of instructional design theory and approaches has been dramatically increased in the field of education. This profession has made tremendous improvement in solving real world authentic problems. Different types of instructional approaches are very effective in designing curriculum depending upon the skills, knowledge, and task requirements of courses. However, there is less literature available in the area of use of instructional design and performance improvement in strategic HRM. Instructional design is a very innovative field and it can do wonders in the areas of complex problem solving, knowledge construction, and performing real authentic tasks in the business scenarios, if the principles, approaches and theories of instructional design with performance improvement models are adopted in a right context and with alignment of organization task requirements. This paper is an attempt to strengthen the role of human resource as a strategic business partner through insinuating and integrating the fields of human performance improvement and instructional design in a business context. We call the 21st century the era of strategic human resources. There are so many convoluted HR roles and verbiages in the field of training and development, learning at the workplace, talent management, and compensation. There are abundance of books written on the role of human

This study explores the relationship between emotional intelligence and employee satisfaction among executives working in service sectors in northern India including Delhi/NCR. Information was gathered, using three instruments, from a sample of 120 managers, by using the emotional intelligence scale developed by Chadha and Singh (2001) and job satisfaction scale developed by Harris (2000). It was found that there is a very strong significant linear relationship between emotional intelligence and employee satisfaction. This research therefore adds a new dimension to employee performance, leadership and emotional intelligence, since no similar study has been conducted.

There has been an ongoing debate on the dearth of philosophical considerations in HRM research. In response, a dire need of philosophical discussions and its link to methodological adaptation has been stressed by many past eminent scholars in the recent history. The present paper aims to fulfill this important requirement as it has immense contribution for future research, making a lot of philosophical confusions clear. A critical review of literature on both HRM and philosophical strands was carried out to show how diverse philosophical assumptions/stances are linked with diverse methodological adaptations. This paper concludes highlighting the premise that methodology in any research is not researchers free will and instead it is mainly guided by their perceptions about the nature of reality (Ontology) and the nature of knowledge (Epistemology).

Manpower training and development is an important aspect of human resources management which must be embarked upon either proactively or reactively to meet any change brought about in the course of time. Training is a continuous and perennial activity. It provides employees with the knowledge and skills to perform more effectively. The study examines the opinions of trainees regarding the impact of training and development programmes on the productivity of employees in the selected banks. To evaluate the impact of training and development programmes on productivity of banking sector, multiple regression analysis was employed in both log as well as log-linear forms. Also the impact of three sets of training i.e. objectives, methods and basics on level of satisfaction of respondents with the training was also examined through employing the regression analysis in the similar manner.

The author explores an issue of acute contemporary relevance which is fueling a heated doctrinal debate in Italy and regards flexible remuneration or the linking of pay to productivity, performance or quality. It is the authors belief that, as a result of the economic downturn and changing organizational models within companies, at this moment in time there is a growing need for workers to be made more directly involved in their companies overall productivity. This aim can be achieved by tying pay to performance, with remuneration based not on the amount of time spent at work, as has traditionally been the case in Italy, but with a pattern of remuneration based on the efficiency of workers performance, a practice which has until now been infrequently applied.

Organizations are facing stiff market and other external pulls and pushes, thus HR will become vital source for managing future challenges. HRIS is an information system that makes use of computers to monitor, control, and influence the movement of human beings from the time they indicate their intention to join an organization till the time they separate from it. The purpose of the HRIS is to provide service, in the form of accurate and timely information, to the clients of the system. As there are a variety of potential users of HR information, it may be used for strategic, tactical, and operational decision making (e.g., to plan for needed professionals in a merger), to avoid litigation (e.g., to identify discrimination problems in hiring), to evaluate programmes, policies, or practices (e.g., to evaluate the effectiveness of a training programme), and/or to support daily operations (e.g., to help managers monitor time and attendance of their professionals). However, in order to maximize HRIS success, researchers and practitioners have to know more about its underlying drivers. The study is undertaken looking to the importance of HRIS in the organizations. The paper identifies the factors of HRIS as perceived by professional users. This study is also an attempt to study the impact of designation on identified factors of Human Resource Information System (HRIS). The results of this research will increase researchers comprehension on difference in factors that influence effectiveness of senior and middle-level professionals.

The purpose of the study was to examine the relationship between emotional intelligence and transformational leadership style and leadership effectiveness among academic heads in national universities in Sri Lanka. The Multifactor Leadership Questionnaire (MLQ form5x) developed by Bass & Avolio (1992) examined the transformational leadership style of academic heads as perceived by academic subordinates. Emotional Competence Inventory 2.0 (Sala, 2002) measured the four dimensions of emotional intelligence. The four dimensions were self-awareness, self-management, social awareness, and relationship management. Correlation and stepwise regressions were used to analyze the relationship between the variables of emotional intelligence and transformational leadership and leadership effectiveness in national universities in Sri Lanka. The statistical results of the study revealed that there was no statistically significant relationship between emotional intelligence an transformational leadership style of heads of the academic departments perceived by academic subordinates. The relationship between total emotional intelligence and leadership effectiveness was not significant.

The emerging demographic dividend offers India a latent potential for attaining economic prosperity. With the rise of globalization and the rampant use of technology in our everyday lives, learning has become an indispensable part of our society as well. Albert Einstein aptly said that Intellectual growth should commence at birth and cease only at death. Consistent with this thought, it is widely accepted that in the contemporary age, any individual, organization or a country would cease to progress, if it fails to acknowledge lifelong learning. Individuals are the foundation of any society and country, and an understanding of how they learn plays a crucial role in their growth and development. Since learning is a vital ingredient of organizational growth that provides momentum to a countrys economic development. So this study is an attempt to provide better insight in the field of adult learning. With India boasting of the largest youth proportion of the world, it is evidently important for us to cater to the needs of this young populace to facilitate global competitiveness and achieve the power of demographic dividend. The aim of this paper is to identify potential factors that may help trainers to adopt the most suitable method for training adult learners.

The paper attempts at establishing alignment between compensation plans for employees in restaurants with customer preferences obtained by means of an exploratory research. The findings of the research indicate that food & beverage, cleanliness & comfort, assurance, personal attention, and special feeling are the dominant factors shaping customer expectations in India. Two different categories of customers were identified based on whether they prioritized dining experience or the tangibles associated with service. Ranking of priorities was done on the basis of the mean scores obtained in each of the factors mentioned above. For customers prioritizing tangibles, Special Feeling obtained the lowest score and featured at the bottom of the list. Food & Beverage, on the other hand, remained the top priority for customers across both categories. For the purpose of designing pay-for-performance plans, restaurants were categorized on the basis of their target customer segment. The percentage of variable pay was decided on two factors, (i) degree of control enjoyed by the employee and (ii) strategic importance of the particular function. The kitchen staffs were assumed to have suitable control over the Food & Beverage factor and the front-house staffs over the factors Assurance, Personal Attention and Special Feeling. To ascertain the strategic importance of a particular factor, the score obtained by it as well as its rank in the priority list were taken into consideration. Following this, suitable parameters for assessing the performance of employees were identified and their relevance discussed in some detail.