Human Resource Management Practices in Infosys INTRODUCTION "Our assets walk out of the door each evening. We have to make sure that they come back the next morning." (Narayana Murthy‚ CEO Infosys). Infosys technology‚ a leading software company based in India‚ was voted as the best employer in the country in many HR surveys in the recent years. The company is well known for its employee friendly HR practices. Though Infosys has grown to become a US $ 2 billion company by the year
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Building the National HR Competency Model: The four pillars of Professionalism By Marius Meyer‚ CEO: SA Board for People Practices (SABPP) Last month we introduced you to the new national HR Competency Model of the SA Board for People Practices (SABPP). As the HR standards-setting and professional body for HR‚ the aim of the model is to set a national standard for HR competence‚ and to provide HR professionals with a common framework for developing the required competencies in meeting the
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is the brief summary of the main findings from the Bloom & Van Reeenen’s consideration for impact of HRM on productivity:- • Increase productivity from incentives both individual & group bonuses. • Increase in productivity because workers are generally attracted to the organizations which offer high incentives. • More efficient when introduced with other complementary features within HRM practices such as team work ‚ group bonuses and firm characteristics such as ICT‚ decentralization etc. • Distortions
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Cooperative A cooperative (also co-operative; often referred to as a co-op) is a business organization owned and operated by a group of individuals for their mutual benefit. Cooperatives are defined by the International Co-operative Alliance’s Statement on the Co-operative Identity as autonomous associations of persons united voluntarily to meet their common economic‚ social‚ and cultural needs and aspirations through jointly owned and democratically controlled enterprises. A cooperative may also
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2nd Special Focus Symposium on ICESKS: Information‚ Communication and Economic Sciences in the Knowledge Society Zadar‚ November 13th to 14th‚ 2008 HRM practices in managing knowledge workers Ing. Martin Šikýř‚ Department of Personnel Management‚ Faculty of Business Administration‚ University of Economics‚ Prague‚ Winston Churchill Sg. 4‚ 130 67 Prague 3‚ Czech Republic‚sikyrm@vse.cz Prof.dr.sc. Damir Boras‚ Faculty of Philosophy‚ University of Zagreb‚ Croatia Ljubica Bakić-Tomić‚ Ph.D
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INTRODUCTION Brief History of Urban Cooperative Banks in India The term Urban Co-operative Banks (UCBs)‚ though not formally defined‚ refers to primary cooperative banks located in urban and semi-urban areas. These banks‚ till 1996‚ were allowed to lend money only for non-agricultural purposes. This distinction does not hold today. These banks were traditionally centred around communities‚ localities work place groups. They essentially lent to small borrowers
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South Asia‚ also known as Southern Asia‚ is the southern region of the Asian continent‚ which comprises the sub-Himalayan countries and‚ for some authorities (see below)‚ also includes the adjoining countries to the west and the east. Topographically‚ it is dominated by the Indian Plate‚ which rises above sea level as the Indian subcontinent south of the Himalayas and the Hindu Kush. South Asia is surrounded (clockwise‚ from west) by Western Asia‚ Central Asia‚ Eastern Asia‚ Southeastern Asia and
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SUMMARY This report was written in order to identify the HRM practices of the McDonald’s chain. Moreover‚ the choice of the company‚ its market and its current global position was approached in the purpose to outline the importance of the company. The report was focus on McDonald’s to evaluate the change needed to the future regarding the current approach to HRM. Also‚ staffing issues were considering within McDonald’s as a part of any future decision on continuing global expansion. To build
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Academic Journals Full Length Research Paper HRM and employee performance: A case of university teachers of Azad Jammu and Kashmir (AJK) in Pakistan Sohrab Ahmad1 and Khurram Shahzad2* 1 Faculty of Management Sciences‚ Mohi-ud-Din Islamic University‚ Islamabad‚ Pakistan. Faculty of Management Sciences‚ Riphah Internatinal University‚ Islamabad‚ Pakistan. 2 Accepted 10 February‚ 2011 This study investigated the impact of three HR practices on the perceived performance of university
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477 Call Centres‚ Quality of Work Life & HRM Practices: an In-House/ Outsourced Comparison Dr Julia Connell College of Graduate Studies University of Wollongong in Dubai United Arab Emirates Tel: +971 367 2478 Fax: +971 367 2760 juliaconnell@uowdubai.ac.ae Zeenobiyah Hannif School of Management and Marketing Faculty of Commerce University of Wollongong NSW 2522 AUSTRALIA Tel: : +612 4221 3574 Fax: +612 4221 4154 zeenie@uow.edu.au The focus of this paper concerns a comparative study of the
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