Journal of Management Research and Analysis

173-176

Authors: Homera A Durani, Krupa U Trivedi, Aqsa A Durani

Well organized HR practices are a requirement for a successful strategic change. HRM plays a critical role in redefining new strategies so that they can suit the changing environment scenario. At times, HRM not only be a part of the new strategy, but also becomes the deciding and defining factor in pursuing a particular strategy. To keep abreast with the dynamic business conditions, Indian and Foreign MNCs have revamped their HR strategic practices. This paper discusses about the innovative strategies of Indian and Foreign MNCs and the HR practices implemented by them.

190-194

Authors: Bhumika M. Achhnani

With the changes in the business world along with changes in the personal life, family type, education level giving rise to higher expectations from oneself; individual roles are also changing giving birth to higher levels of stress. In the past few decades employees have become more vulnerable to diseases caused by stress at workplace. There were times when an employee used to have fixed schedules of work along with fixed roles in organisation. But now changing roles and long work hours are common in every work place may it be academics or any bank. There is a general thought that education industry is not very stressful while when it comes to banking jobs the general perception is that it is very challenging as well as stressful. This study has been designed to check if there is statistically significant difference between the stress levels of academicians and bank employees of Rajkot City. A sample of 50 units from each stratum has been taken for research. Mean scores have been checked for the differences. The analysis shows that there is not any significant difference between the levels of stress of the two categories of employees.

204-213

Authors: Rajiv Phanse, Ravinder Kaur

In today’s VUCA (Volatile, Uncertain, Complex & Ambiguous) world, Managers have to work smarter and harder to achieve results. While the world is shrinking due to technological improvements in all fields, the complexities of the world seem to be increasing many-fold too. As a result, in spite of the recent focus on work life balance & all round wellness, Managers are finding it extremely tough to continue to excel in their chosen fields. Things tend to get increasingly tougher for ageing Managers (> 40 years age) for a variety of reasons. Of late it seems that more and more Managers across various industry sectors and functions are choosing to opt out of their current careers & try their hand at completely new careers. Typically such Managers change their careers post reaching their 40s after having 18+ years of work experience. Many of them are at the peak or near the peak of their careers. This “Self-Renewal” decision is an eventful decision in a person’s career requiring a strong desire to change, significant amount of preparation, detailed planning and effective management of change. It also involves a significant amount of uncertainty & is definitely fraught with risk. This study is based on 60 interviews from respondents who have undergone similar mid-life career changes. The study carries out different types of analyses & focuses on finding out the drivers for such decisions. It also tries to explore emerging trends in this phenomenon of “Self-Renewal” & looks for patterns to successful “Self-Renewals”. It is observed that there are multiple reasons for mid-life career changes. “Self-Renewal & spiritual reasons” and “Desire to do something new & creative” were the top two reasons for mid-life career changes. Majority of respondents took 2-3 years for settling down in their new careers. Having a firm action plan and executing it well seem to be the two keys to successful mid-life career changes as observed from this study. The study also confirms that there is dearth of adequate assistance, support, guidance at present within and outside the existing organizations where such career changes occurred.

219-226

Authors: Tati Salmiaty, Didied Handayani

The study aims to analyze the relation between organizational commitment to work motivation and job satisfaction of employee of regional development planning agency or BAPPEDA, the government of Makassar City. It applies human resource management and organizational behavior approaches. It takes descriptive and verification methods. Data collecting technique through questionnaire supplied with observation is processed by analysis of multiple linear regression, coefficient of multiple correlation and coefficient of determination. The findings depict relationship between variables of motivation and job satisfaction to organizational commitment. Partially, relation between work motivation and organizational commitment is 0.791 and relation between job satisfaction and organizational commitment is 0.713. Simultaneously, variables of work motivation and job satisfaction are collectively having strong relationship by 0.741 to organizational commitment. Based on the analysis of coefficient of multiple correlation, it is found that the influence of work motivation and job satisfaction on organizational commitment is 18.1% and 37.1% respectively. Also, collective influence of work motivation and job satisfaction on organizational commitment are 55% and 45%, while the remaining percentage is affected by other variables.

231-237

Authors: Thankachan Jose Kaitharath

Corporate Social Responsibility and Sustainable Development are the economics concepts which are defined from various angles very often. The corporate houses which are dreaming about sustainable future have already accepted corporate social responsibility as a core of business objective. Corporate Social Responsibility is a buzz word in modern businesses. In general, however, fulfilling their social responsibility is treated as a way to achieve sustainable development goals. The public concern about private corporations should not only earn reasonable profits and provide justifiable returns to shareholders, but also operate as better corporate citizens. The Socially responsible organizations have spread to the largest Transnational Corporations (TNCs) and seems to have been implemented by companies in almost all the type of countries, whether it is free market or socialistic. Defining Corporate Social Responsibility, Sustainable Business and Globalization, the paper tries to explain the relation between CSR and SD in a global context from a business perspective. Pointing out the steps to be adopted for sustainable development, the paper also narrates briefly the McKinsey Corporation Survey of Global Business Executives on Managing Social Responsibility.