International Journal of Business and General Management

1-6

Authors: Karanam Nagaraj Rao & Femina Syed

An organization sustains its strength from its customer centricity. Only 14% of the Marketers say that customer centricity is a hallmark of their companies, and only 11 percent believe their customers would agree with that characterization (CMO Council Research center Report, 2014). The customer database is huge and vast and companies don’t have sufficient expertise to categorize the emotional requirements of customers and develop customer empathy in organizational culture. The big data analysis in HR is still in nascent stage. Empathy with customers is possible if the employees are engaged in customer-centric activities. The role of HR in employee recruitment, training, job design, placement, and engagement play a significant role in building such teams. Hiring customer friendly employees, facilitating direct interaction with customers, developing employee culture in synchronization with customer culture, tying employees to cluster of customers, opening customer insights to employees, instill customer empathy in the organization and the like are few measures the HR Manager can think of to build agile teams capable enough to navigate with the mindset of customers. The authors of this paper are interested in analyzing the evolving trends of HR in meeting customer needs and the focus is on exploratory research. The literature survey is from the research papers from popular journals and the databases from Ebsco, Proquest, J gate and the like. The research may be useful for organizations which are driven by customer needs and requirements.

15–28

Authors: Elsie Liza Holiarivony Raveloson

The typology of the Malagasy private sector shows a large majority of Small and Medium Enterprises (SMEs). Indeed, the study of SMEs proves to be very relevant in order to contribute to the economic development and a sustainable development of the country. Currently, SMEs suffer from both financial and managerial problems, but this study concerns those relating to management and more specifically, the motivation of human resources. In order to try to solve these problems, the study was oriented towards the search of other motivating factors, besides the improvement of the working conditions or the factors of the environment, the satisfaction of the needs. The hypothesis was based on the assertion that the strategic vision of SME managers helps to motivate their employees. A conceptual analysis proposed a test of clarification on the relationship that can exist between the motivation of human resources and the strategic vision of their leaders. Several relevant questions were addressed in this study, such as what can be the existing sources of motivation? To what extent does the vision of leaders motivate their employees? What role would tension play in motivation?