IMPACT : International Journal of Research in Business Management

Number 7-3, 2019

1-10
THE EFFECTIVENESS OF LEADERSHIP SKILLS AMONG FEMALE VOCATIONAL EDUCATORS IN MIDDLE EAST

Authors: Anisha Thomas

Abstract

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Number of views: 382

Leadership skills are widely affirmed as being a key element in accomplishing organizational and employee development. This study aimed to assess the leadership skills among female vocational educators working in TVTC, under Colleges of excellence. Effectiveness was estimated by using Katzenmeyer and Moller dimensions which are developmental focus, recognition, autonomy, collegiality, participation, open communication and a positive environment. A quantitative study using survey research was carried out on 30 vocational educators. The respondent was chosen by using a random sampling technique among vocational educators and the analysis using SPSS through descriptive statistic and t-test. The result indicated that the level of leadership skills was at hovering in the collegiality dimension. This study is anticipated to be used by the TVTC to increase leadershipskill among educators and could increase critical thinking skills, insight, intuition and interpersonal communication including listening and positive impact on improvement in an organization.

11-14
ROLE OF STRATEGIC MANAGEMENT IN TALENT ACQUISITION PROCESS

Authors: Kalpana Singh & Alka Awasthi

Abstract

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Number of views: 421

Strategic Management in Talent Acquisition This paper examines how Strategic Management contributes to the success of “Talent Acquisition” process of the corporate sector. In the modern era, lots of dynamism and challenges could be noticed in the globalized world and the success is entirely based on the strategies to achieve the objectives of acquiring and retaining proper talents, assign responsibilities, measuring success and evaluating results. Strategic management in “Talent acquisition process” is a discilined approach utilizing the principles and process of management to identify the talented crowd and fulfill the corporate objective or mission of any business.

15-30
THE ROLE OF INTERNAL AUDITING FUNCTION IN CORPORATE GOVERNANCE IN A DECENTRALIZED GOVERNMENT SYSTEM: THE CASE OF GHANA

Authors: Kwabena Owusu & Ernest Kingsley Enyan

Abstract

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Number of views: 467

Internal auditing function is central to good corporate governance. It provides the administrative framework within which financial transactions are to be performed. The study sought to examine the role of internal audit function in corporate governance at the CCMA. It adopted cross-sectional and descriptive study designs. A total of 132 respondents, comprising 76 staff of CCMA and 56 Assembly persons were sampled from a population of 206. Stratified random sampling was used to sample respondents for the study. The study adopted a questionnaire as an instrument to gather data from the respondents. The study found that the internal auditing function was helping to check the efficient use of resources at CCMA, and all the elements of internal auditing function had a positive effect on corporate governance. However, the effectiveness of internal auditing to corporate governance was limited by the lack of punitive measures to deter people from flouting directives from the internal audit unit. The study recommends that the internal audit unit in collaboration with the management of the Assembly should institute punitive measures to personnel who flout directives from the unit.

31-38
A STUDY ON HRM PRACTICES OF PUBLIC AND PRIVATE HOSPITALS IN AMARAVATHI CAPITAL REGION: A COMPARATIVE

Authors: Sapta Sagar Nallamothu & Nagaraju Battu

Abstract

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Number of views: 821

Human resources, when pertaining to health care, can be defined as the different kinds of clinical and nonclinical staff responsible for public and individual health intervention. As arguably the most important of the health system inputs, the performance and the benefits the system can deliver depend largely upon the knowledge, skills and motivation of those individuals responsible for delivering health services. While the public healthcare network is widespread, majority of the service share lies with the private sector, which today caters to 70 per cent of out-patient and 60 per cent of inpatient services. In hospitals, a number of personnel of different categories are found working requiring multi-disciplinary expertise and excellence. The Para-medical staff, nursing staff and staff of managerial cadre have been found playing an important role in offering the healthcare services. It is essential that a hospital manager knows about the qualitative-cumquantitative requirements of different departments and manages different dimensions of people management in the required fashion. However, in the dynamic and complex healthcare environment, the decreasing occupancy rates, rising excess capacity, shortening hospital stays of patients, diminution of once holy image of the hospitals. Finally the “quality of care” is at the top of all issues critical to the hospital sector associated to ineffective and inapt patient care, healthcare consumers’ preferences and choices, and is inseparable from the issues of organizational growth and performance.