evolving workforcefuture of hr & evolving workforce

IMS GHAZIABADUniversity Courses Campus, NH-9,

Adhyatmik Nagar, Ghaziabad, Pin – 201015, India.www.imsuc.ac.in

EditorsDr. Sapna RakeshDr. Geeti SharmaDr. Shilpi SarnaProf. Yagbala KapilProf. Vanchan TripathiProf. Nidhi Srivastava

Editors: Dr. Sapna R

akesh • Geeti Sharm

a • Shilpi Sarna

Yagbala Kapil • Vanchan Tripathi • N

idhi Srivastava

Future of HR &Evolving Workforce

Future of HR

&Evolving W

orkforce

IMS GHAZIABAD(University Courses Campus)

`899

ISBN 978-81-94509-10-3

9 0 1 0 0

9 87 35 1 091 9 48 0

FUTURE OF HR&

EVOLVING WORKFORCE

FUTURE OF HR&

EVOLVING WORKFORCE

Faculty Editorial Board

Dr. Geeti SharmaDr. Shilpi Sarna

Prof. Yagbala KapilProf. Vanchan TripathiProf. Nidhi Srivastava

Student Editorial Board

Mr. AshutoshMs. Avni Aggarwal

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From the Desk of the Treasurer

The pace of change of the business landscape continues to accelerate with enhanced needs and expectations of multiple stakeholders. With great awareness, excellent execution and effective change management, organizations are revamping their existing policies to fulfill the need of the hour. Human Resource managers are now required to revisit and update their HR policies, processes and procedure.

Continuous innovation is the need of the hour to manage the transformation and scale up your HR policy for success. Amazing leap in technology has created new paradigms in business, now HR managers need to adopt Digital transformation for generating new business opportunities to remain positive. Human resource manager is one the most difficult profession in this business world. Being an HR professional sometimes, you have to be lawyer, judge and hangman at the same time. The lip chin of the organization is having the right talent in the right place at the right time and an HR professional can only perform this task. Therefore, with increasing complexities in terms of digitalization in HR processes, it is important to take immediate steps now to face challenges in the future. To be more effective at work in years to come, organizations need to develop employees and create leaders who will help in guiding change and deliver a certain result in a given timeframe.

I congratulate the entire team of IMS Ghaziabad, University courses campus for meticulously working on proceedings of the national seminar on – “Future of HR & Evolving workforce” that will benefit the avid researchers, managers, academicians, and the students. The great success of the conference proves the motivation that multiple stakeholders have in a discussion that would take place on the critical theme of the seminar

Dr. Rakesh ChhariaTreasurer – IMS Group of Institution

From the Desk of the Director

What is the future of HR? Does HR have any future? Is there any need for the HR department in the future? These various questions arise in the mind of aspiring HR professionals. Today’s technological world it is very essential for everyone to opt for technology and shake hands with it. The last decade brought an avalanche of change to the HR industry and HR software in particular. The increase in diversity in employees has been a great challenge for the HR professional. HR professionals need to be very proactive as employee expectations are changing day by day. As we have already turned the page and enter into 2020 - a new decade. What I feel it is going to very difficult to manage Employee diversity for the budding HR professional.

In recent years, HR has undergone dynamic shifts in its roles, functions and overall impact in shaping organizations. The need for a digital transformation from operating in a traditional cocoon is no longer an option. Keeping the same in mind IMS Ghaziabad University Courses Campus organized national seminar on “Future of HR & Evolving workforce.”

On behalf of the IMS family, I welcome all the delegates and participants for this national seminar. IMS has borne the mantle of excellence, committed to ensuring the students their own space to learn, grow and broaden their horizon of knowledge. I congratulate stakeholders who have involved in this seminar. I am pleased with the efforts and vision of the core team of the seminar for such thoughts provoking theme on deliberations. I hope we all continue to excel with the myriad of achievements and create ample learning platforms to prepare successful global leaders who are ready to learn, unlearn and relearn!

Dr. Sapna RakeshDirector – IMS Ghaziabad University Courses Campus

From the Desk of the Core Committee

The national seminar on “FUTURE OF HR & EVOLVING WORKFORCE” has been a platform for awakening many thoughts and imaginations from both industry and academia for the adoption of a more sustainable and growth-oriented future of HR. The key theme has identified through rigorous brainstorming of the members that have resulted in the fruitful amalgamation of policies, practices, and innovations that can be adopted by HR professionals. We thank the entire academic fraternity for their overwhelming response in the form of more than 100 papers across India. The area has been received in various sub-themes of the seminar. The seminar has been designed to invoke and stimulate new areas of research and practices through deep discussion in various HR tracks. It has also been an attempt to widen the horizon of the academics’ research after the completion of national seminar on leadership that was organized last year at IMS Ghaziabad university courses campus.

We look forward to having the same corporation and contribution from the academic friends in the years to come to deliver higher results of academic excellence with our collaborated approach.

Contents

From the Desk of the Treasurer vFrom the Desk of the Director viFrom the Desk of the Core Committee vii

1. Emotional Intelligence and the Digital Nomads: A Study of Digitalized Workforce and its Repercussions on One’s Emotional Well Being 1

Dr. Sapna Dogra 2. Impact of Merger & Acquisition of HR (With Special

Reference to BOB and PNB) 9 Dr. Neeru Rani, Neha Agrawal and Pankaj Sharma 3. A Study of HRM and Digital Transformation in the

Organization’s Strategy and Policies: Reshaping HR Space 15 Dr. Neeti Rana and Sunakshi Verma 4. Analysis of the Effect of Transformational Leadership Traits,

on Organizational Creativity of Employees of the Insurance Sector in Ghaziabad Region 26

Dr. Soniya Garg and Gaurav Sharma 5. Talent Management in Digital Age 32 Varnita Goel 6. Workforce Management in Digital Transformation Age 39 Manish Kumar 7. Role of Artificial Intelligence in Human Resource 46 Amit Kumar Chauhan and Nancy Jain 8. Orbit Shift: Digitalisation of HR 53 Mansi Saxena 9. Inclusive Leadership 63 Shashank Shekhar10. Emotional Intelligence as a Forecaster of the Job: Satisfaction

in Higher Education Teachers of Greater Noida 70 Monika Mahlawat, Ujjawal Pandey and Suryansh11. Impact of Leadership Styles on Employee Performance

(A Study on Secondary Data) 86 Ujjwal Dubey

x | Contents

12. Issues and Challenges in the Implementation of HRIS 92 Tapasya Saxena and Dr. Swati Singh13. Forthcoming Conceptualisation of HR and Its Emerging

Technologies 98 Shweta Pandey, Pragya Goel and Dr. Parul Agarwal14. Factors Influencing Retention and Employee Performance in

the Advertising Industry 104 Nandita Singh and Dr. Nitin Arora15. Role of Artificial Intelligence in Human Resource 113 Akancha Priya and Krishan Kumar Chaudhary16. Impact of E-Recruitment on Effectiveness of HR Department

in Private Sector 118 Santosh Shah and Nidhi SharmaAuthor Index 133

Emotional Intelligence and the Digital Nomads: A Study of Digitalized Workforce and its Repercussions

on One’s Emotional Well BeingDr. Sapna Dogra

Assistant Professor (English), Government College Baroh, Kangra, Himachal Pradesh University

ABSTRACT

Globalization and advances in technology have caused some major changes in the modern-day workplaces. Even though the traditional office culture continues, the internet provides modern employees with the facility to work from the comfort of their homes. The phrase ‘digital nomads’ is used to refer to people who deploy telecommunication technologies to work and earn their living. This paper seeks to study the effects of a digitalized work environment on one’s emotional well-being. Emotional intelligence is a subset of personal qualities that can guide an individual to deal with his or her professional and personal life. The paper argues that emotional intelligence matters more than it used to because the more we automate our work, the more we realize that the effective regulation of emotions and sound knowledge of emotional intelligence can help an employee become not only adaptable to the demands of our fast-changing digital age but also in control of his emotional setup. By developing emotional intelligence, digital nomads can become more productive and successful personally and professionally.

Keywords: Digital nomads, Digital nomadism, Daniel Goleman, Emotional intelligence

INTRODUCTION

The term “emotional intelligence” was popularised in 1995 by Daniel Goleman1, American psychologist and a former journalist for The New York Times, in his seminal book Emotional Intelligence. Before Goleman, it was P. Salovey and J. D. Mayer (1990) who introduced it and defined it as “the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions” (189). Goleman took the definition a step further and propounded that emotional competence was the single most important factor that decides the success of an individual and an organization/institution. He was clearly interested in an employee’s EQ at the workplace. By workplace, one understands a place where people work such as an office. It is also interesting to note that it was around the same time that Tsugio Makimoto and David Manners published their seminal book Digital Nomad (1997) that, decades later, would turn out to be a manifesto of modern-day virtual workplaces. Globalization and advances in

2 | Future of HR and Evolving Workforce

technology have caused some major changes in the modern-day workplaces. Even though the traditional office culture continues, the internet provides modern employees with the facility to work from the comfort of their homes. With the assistance of empowering technology, more and more people are choosing to do their work and business remotely. The traditional workplace is no longer a physical office anymore. The phrase ‘digital nomads’ is used to refer to people who deploy telecommunication technologies to work and earn their living. They often work remotely in their homes, from foreign countries, public libraries, cafes, shared offices, etc. This is only possible with telecommunication devices with wireless Internet facilities such as smart phones, tablets, laptops, etc. “Finding himself in a pleasant part of the world and enabled by technology to run his business from a hotel room (or even a beach) without being at the mercy of the latest crisis call, he can take time out to enjoy himself free from the dictates of a rigid travel schedule set by a zealous secretary or a demanding boss.” (Makimoto and Manners 147). People tend to become digital nomads for reasons, such as financial independence, stress-free job environment and a career that allows travelling and meeting new people. This sort of lifestyle also has its share of challenges. This paper seeks to study the effects of a digitalized work environment on one’s emotional well-being.

LITERATURE REVIEW

While there is hardly any research on the EQ of digital nomads, the concern of most researchers is the reason and justification of nomadic lifestyle (Schlagwein 2017). Reichenberger (2017) and Richards (2015) believe that digital nomadism has the potential to create a holistic sense of freedom in work and leisure and such a novel work style is increasingly being appealed to young professionals. “The changing worker demographics cause new challenges organizations will have to face as digital nomads become a part of their workforce. As a result, a new type of nomad-corporate work relations emerges that is un-researched and poorly understood.” (Kong et al 2019). According to Sardeshmukh et al. (2012), the potential impact of telework on exhaustion and job engagement is immense. Digital nomads are also redefining what it means to be productive (Gupta 2015). However, sociologists are slower to research this phenomenon (Thompson 2018)

As far as EI is concerned, it is primarily studied through various theoretical models out of which the most popular are: the emotional intelligence ability model by Mayer and Salovey (1997; Brackett & Salovey 2006), Bar-On’s Emotional-Social Intelligence (ESI) model (1997; Bar-On, 2006), and the emotional competencies model (Goleman, 1998; 2001). It is Goleman has

Emotional Intelligence and the Digital Nomads | 3

mixed model, which is widely accepted and followed. (Fernández-Berrocal & Extremera 2006). Emotional Intelligence ability model by Mayer and Salovey (1997) comprises four abilities: perception, assimilation, understanding, and regulation of emotions. Bar-On model focuses on five factors: intrapersonal skills, interpersonal skills, adaptability, stress management, and general mood. Goleman proposes a framework for a breakdown of the constituents of emotional intelligence and skills to improve it. Goleman’s book Emotional Intelligence laid the ground for the creation of his consulting company EIS – Emotional Intelligence Services. He is also the founder of ‘The Consortium for Research in Emotional Intelligence in Organizations’1. The emotional abilities that constitute emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. In the INTRODUCTION to Emotional Intelligence, Goleman wrote (pages xi-xii),

This mapping offers a challenge to those who subscribe to a narrow view of intelligence, arguing that IQ is a genetic given that cannot be changed by life experience… That argument ignores the more challenging question: What can we change that will help our children fare better in life? What factors are at play, for example, when people of high IQ flounder and those of modest IQ do surprisingly well? I would argue that the difference quite often lies in the abilities called emotional intelligence, which include self-control, zeal and persistence, and the ability to motivate oneself. Moreover, these skills, as we shall see, can be taught to children, giving them a better chance to use whatever intellectual potential the genetic lottery may have given them. (Xi-xii)

Goleman came out with another book Working with Emotional Intelligence in 1998 in which he proposed a theory of performance in n workplace based on his model. His aim was to successfully predict the future of emotionally intelligent people. Elaine Houston (2019) says, “As the workplace evolves, so too does the body of research supporting that individuals (from interns to managers) with higher EI are better equipped to work cohesively within teams, deal with change more effectively, and manage stress – thus enabling them to more efficiently pursue business objectives.” Goleman (1995) and Houston (2019) firmly believe that EQ can be strengthened by mindfulness and self-awareness. J.M. George (2000) says that “The accurate expression of emotion ensures that people can effectively communicate with others to meet their needs and accomplish the goals and objectives” (8). Goleman (1995) also believes that if one’s emotional abilities are not in hand then no matter how smart an employee is he or she is not going to get very far. (18) It is along with these theoretical approaches that the current line of research on emotional intelligence has been guided.


Challenges of Being a Digital Nomad

Digital nomadism is replete with its unique challenges: maintaining long-distance relationships, loneliness, health insurance, facing different laws, cultural misunderstanding and miscommunication with clients, etc. According to a digital nomad, Diana Clark (2017)2 five main challenges she faces as a digital nomad are:• Sacrificing relationships• Achieving work-life balance • Uncomfortable working conditions• Missing loved ones• Health issues

Apart from the above then there are other downsides—loneliness, work visa hassles and middle-of-the-night meetings across time zones (Wasserman 2014). The lack of permanence can be draining. “Many digital nomads actively avoid becoming too attached to people or places, as they will soon be on the move.” (Lea 2019) Those are trivial matters compared to the more chronic ennui that can come from being disengaged from an office environment. (Wasserman 2014) Digital nomads often struggle with work-life balance. It is observed that they either work too much or think they don’t work enough. According to Kristin Wilson (2018), “while many may try—not as many make it long-term as digital nomads. There are a few common things that can become stumbling blocks down the road if you’re not careful.” She enumerates a list of challenges.• Anxiety and depression• Inability to concentrate• Love and maintaining relationships• Mental health• Obesity and weight gain• Lack of energy• Sleep and insomnia• Office induced problems like back pain, eye problems, and carpal tunnel• Terminal illnesses such as diabetes, cancer, heart disease, and more.

Emotional Intelligence of Digital Nomads

According to Goleman (1995) the five key constituents of emotional intelligence are: • Self-awareness (awareness of one’s own feelings)• Self-regulation (ability to control and regulate emotions)• Motivation (desire to achieve goals)


• Empathy (identify and understand others’ feelings)• Social skills (ability to handle distressing emotions in others)

Reading through the five pillars of emotional intelligence one sees that the most applicable factors for the success of digital nomads are self-regulation and social skills. Self-regulation is the key in rightly recognizing and regulating our emotions. It assists us not being a slave to rash decisions and overreacting in any emotional situation. George (2000) says, “The accurate expression of emotion ensures that people can effectively communicate with others to meet their needs and accomplish the goals and objectives” (8). Digital nomads are prone to loneliness and anxiety. They need to relax and concentrate on what you have to do and be open to meeting as many new people as possible. People having skills of self-regulation are more likely to be flexible and adapt themselves as per the changing circumstances. In order to improve one’s ability to self regulate, a person must practice being calm and be innovative in his or her approach to life. In addition, digital nomadism is inextricably linked to being social. Social skills enable the establishment of more and better relationships; improve efficiency and helps advance career prospects. Peter F. Drucker (1995) rightly said, “Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.” It would be unwise to presume that digital nomads exist in an objective world where no emotions are at play and their productivity is merely limited to their performance online. The truth is that emotions are always at play and are the prime motivator for any employee. Digital nomads inhabit very dynamic times. The social fabric is increasingly becoming global and the workforce is becoming digitized. In such a situation, knowledge of emotional intelligence provides an individual with the competencies and skills that help in coping with life effectively. Some techniques that can be deployed by digital nomads to improve his or her emotional intelligence can be:

• Practicing meditation and yoga

Practicing yoga improves physical strength, balance, endurance, and flexibility. While meditation helps relieves stress and anxiety, keeps the mind sharp and creates self-awareness and mindfulness.

• Maintaining a journal

Writing a journal allows one to express unsaid thoughts. It can also help a digital nomad to record ideas on-the-go.

• Maintaining discipline and time management

Time management and discipline are instrumental in ensuring that set goals are met without any rush and pressure. For this, planning and organization are of vital importance.

• Reading meaningful books

Reading is a great way to do a digital detox. Constantly being glued to the computer or phone screen can be stressful for the body and eyes. Reading good books not only lowers stress levels but also increases creativity and imagination.


• Maintaining minimalism

Digital nomads require only the basic location-based stuff. The less one has to carry around, the better it is for overall maintenance and ease.

• Setting boundaries

It is important to let people know when you are most likely to be available.

• Not being afraid of failing as a digital nomad

Digital nomadism is not to everyone. It comes with its disadvantages. There should always be a possibility to revert to conventional office culture.

• Setting individual success goals

Every individual is different. Setting individual goals without the constraint of competing with other digital nomads is most likely to be better.

• Meeting other digital nomads

Networking with others who are on the same adventure can be fruitful. Networking should always be on the to-do list of an emotionally balanced digital nomad.

• Having a backup plan

Backups are central to any long term work commitment.

CONCLUSION

The area of emotional intelligence of the digital nomads is yet to be explored. Emotional intelligence is a subset of personal qualities that can guide an individual to deal with his or her professional and personal life. Emotional intelligence matters more than it used to because the more we automate our work, the more we realize that the effective regulation of emotions and sound knowledge of emotional intelligence can help an employee become not only adaptable to the demands of our fast-changing digital age but also in control of his emotional setup. By developing emotional intelligence, digital nomads can become more productive and successful personally and professionally.

NOTES1 See http://www.eiconsortium.org/2 Also see https://remote.co/challenges-for-digital-nomads-overcome-them/ for

challenges of digital nomads.

REFERENCES

1. Bar-On, R. (1997). The Emotional Quotient Inventory (EQ-i): A Test of Emotional Intelligence. Toronto: Multi-Health Systems.

2. Bar-On, R. (2006). “The Bar-On Model of Emotional-Social Intelligence”. Psicothema, 18, supl., 13-25.

3. Brackett, M. & Salovey, P. (2006). “Measuring Emotional Intelligence with the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT)”. Psicothema, 18, supl., 34-41.


4. Clark, Diana. (2017) “The 5 Biggest Challenges I faced Living as a Digital Nomad”. December 29. <https://millo.co/5-biggest-challenges-faced-digital-nomad> Accessed on 12 February 2020

5. Fernández-Berrocal, Pablo & Extremera, Natalio. (2006). “Emotional Intelligence: A Theoretical and Empirical Review of its First 15 years of History”. Psicothema. 18 Suppl. 7-12.

6. Goleman, Daniel. (1995). Emotional Intelligence. New York: Bantam Books. 7. Goleman, D. (1998). Working with Emotional Intelligence. New York: Bantam

Books. 8. Drucker, Peter F. (1995) “Managing Oneself ”. Harv Bus Rev. 1999 Mar-Apr; 77(2):

64-74, 185. <https://www.ncbi.nlm.nih.gov/pubmed/10387772> Accessed on 12 February 2020

9. George, J. M. (2000). “Emotions and Leadership: The Role of Emotional Intelligence”. Human Relations, 53(8), 53-58.

10. Gupta, Kavi. (2015) “Digital Nomads are Redefining what it Means to be Productive”. Feb 25. <https://www.forbes.com/sites/kaviguppta/2015/02/25/digital-nomads-are-redefining-what-it-means-to-be-productive/#30bc70d3689b> Accessed on 12 February 2020.

11. Houston, Elaine. (2019). “The Importance of Emotional Intelligence”. <https://positivepsychology.com/importance-of-emotional-intelligence/> Accessed on 12 February 2020

12. Kong, David; Schlagwein, Daniel; and Cecez-Kecmanovic, Dubravka, (2019). “Issues in Digital Nomad-Corporate Work: An Institutional Theory Perspective”. In Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm & Uppsala, Sweden, June 8-14, 2019. ISBN 978-1-7336325-0-8 Research Papers. <https://aisel.aisnet.org/ecis2019_rp/98> Accessed on 12 February 2020

13. Lea, Greg. “The World is My Office: Why I Chose to Become a Digital Nomad Worker”, May 11, 2019. <https://www.theguardian.com/technology/2019/may/11/digital-nomads-work-technology-asia-cities-wifi> Accessed on 12 February 2020

14. Makimoto, Tsugio, and David Manners. (1997). Digital Nomad. New York: John Wiley & Sons.

15. Mayer, J. D., & Salovey, P. (1997). “What is Emotional Intelligence?” In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence: Educational Implications (pp. 3–34). New York, NY: Basic Books, Inc.

16. Reichenberger, I. (2017). “Digital Nomads – A Quest for Holistic Freedom in Work and Leisure.” Annals of Leisure Research 21 (3), 364-380.

17. Richards, G. (2015). “The New Global Nomads: Youth Travel in a Globalizing World.” Tourism Recreation Research 40 (3), 340-353.

18. Salovey, P., & Mayer, J. D. (1990). Emotional Intelligence. Imagination, Cognition and Personality, 9, 185–211.

19. Sardeshmukh, S. R., D. Sharma and T. D. Golden (2012). “Impact of Telework on Exhaustion and Job Engagement: A Job Demands and Job Resources Model.” New Technology, Work and Employment 27 (3), 193-207.<https://www.academia.edu/11117356/Impact_of_telework_on_exhaustion_and_job_engagement_a_


job_demands_and_job_resources_model?auto=download> Accessed on 12 February 2020

20. Schlagwein, Daniel, (2018) “Escaping the Rat Race: Justifications in Digital Nomadism” (2018). Research-in-Progress Papers. 31.<https://aisel.aisnet.org/ecis2018_rip/31> Accessed on 12 February 2020.

21. Thompson, Beverly Yuen. (2018) “Digital Nomads: Employment in the Online Gig Economy. Globalism”. Journal of Culture, Politics, and Innovation, 1, DOI: 10.12893/gjcpi.2018.1.11 <http://www.glocalismjournal.net/issues/towards-global-citizenships/articles/digital-nomads-employment-in-the-online-gig-economy.kl> Accessed on 12 February 2020.

22. Wasserman, Todd. (2014) “Digital Nomads Travel the World While You Rot in Your Office”. November 10. <https://mashable.com/2014/11/09/digital-nomads/> Accessed on 12 February 2020.

23. Wilson, Kristin (2018), “Why People Fail in the Digital Nomad Lifestyle”. October 1, 2018. <https://medium.com/swlh/why-people-fail-in-the-digital-nomad-lifestyle-abef959d4dc9> Accessed on 12 February 2020.

Impact of Merger & Acquisition of HR (With Special Reference to BOB and PNB)

Dr. Neeru Rani, Neha Agrawal and Pankaj SharmaGalgotia College of Engineering and Technology, Knowledge Park 2,

Greater Noida, Uttar Pradesh

ABSTRACT

Now a day mergers and acquisitions are the most used tactic by Govt. to overcome from the sick units. Present central govt. is keen on reducing the no. of PSU banks through consolidation so that they achieve economies of scale. This research paper is based upon the impact of merger and acquisition on HR. A data of five years before and five years after the merger is collected and analyzed. Human is having the tendency of resistance to change. The results of this research paper prove this fact in the initial months of merger and acquisition. The study finds out that during the initial years after merger and acquisition employees were unsecure towards changes in rules, working conditions, work environment, adjustment with new technology and new leaders. Employees don’t want to come out of their comfort zone.

Keywords: Human resource, Merger, Acquisition, Attitude

INTRODUCTION

Over the last decade, bank mergers and acquisitions have been occurring at an unprecedented rate the Economic reforms initiated by the Government of India during the mid of 1991 altered the business environment radically. Mergers and acquisitions represent a widely used technique to increase the rate of growth in the size of the firm as well as its market share.

Human Resource: Key Concern It is reported that one of the most reasons for the failure of a merger or acquisition is predicated on Human Resources neglect. Human Resource problems are the prime sensitive area, usually unnoticed in merger and acquisition. Once a call is taken to merge or acquire, a corporation analyses the feasibleness on the business, money and legal fronts, however, it fails to acknowledge the importance hooked up to the human resources of the organizations concerned. Corporations that do not acknowledge the importance of human resources within their organizations and their role in the success of integration are bound to fail in the end.

LITERATURE REVIEW

Accordingly, Soludo (2004) opined that mergers and acquisitions are aimed at achieving cost efficiency through economies of scale, and to diversity


and expand on the range of business activities for improved performance. Numerous studies have empirically examined whether mergers and acquisitions are solutions to bank problems. The studies of Cabral et al. (2002), Carletti et al. (2002) and Szapary (2001) provided the foundation for a research on the linkage between bank mergers and acquisitions and profitability. Evidence as provided by Calomiris and Karenski (1996), De-Nicolo (2003), and Caprion (1999) suggested that mergers and acquisitions in the financial system could affect positively on the efficiency of most banks.

RESEARCH METHODOLOGY

The banking sector was forced to reorient them to move towards the development of more efficient and well-functioning units. Therefore, it was necessary to structure the Indian banking to improve their competitiveness, through the extension of the size of their capital, asset-based and adoption of new technology.

OBJECTIVE OF THE STUDY

• The main objective of the study is to examine the success of M&As in the banking industry concerning human resources

• To analyze the consequences of M&As of the banking industry in the pre and post-merger period

List of Selected Banks for the Study

Sr. No. Merging Bank Merged Bank Year1 Benares State Bank Ltd Bank of Baroda 20022 Nedungadi Bank Punjab National Bank(PNB) 2003

STATISTICAL TECHNIQUES

The researcher has used ratio analysis for the analysis of data.

DATA ANALYSIS

X4: Business per employee Ratio

Business per Employee Ratio of BOB

Year/Ratio

Pre-MergerMean

1997-1998 1998-1999 1999-2000 2000-2001 2001-2002X4 (In Rs. Lakhs) 130.22 134.75 142.8 166.11 222.76 159.33

Impact of Merger & Acquisition of HR (With Special Reference to BOB and PNB) | 11

Merger Year Post-MergerMean

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008237.67 252.5 316 396 550 710 436.90

Sources: Researcher’s compilation from financial statement of Banks retrieved from SOURCES: http://www.moneycontrol.com/RBI Website3

Interpretation of Business per Employee Ratio (BOB)

It would be observed that there is an increase in average post-merger figures of Business per Employee Ratio, Which were 159.33 in the pre-merger period and increase to 436.90 in 5 years of post-merger period. The increase was 3 times which is at a significant level. Even immediate pre-merger year’s Business per Employee Ratio was .9423, which goes to 0.9338 in immediate post-merger Year.

This ratio assesses the productivity of the employee in terms of business per employee. It is one of the most often used ratios for productivity measurement of banks. Therefore, higher ratio represents the better performance of employees. The above analysis shows that BOB’s employees are performing well.

PERFORMANCE ANALYSIS OF PNB

Business per Employee Ratio of PNB

Table: Pre and Post-Merger Ratio Analysis of PNB(In Percentage)

Year/RatioPre-Merger

Average1997-1998 1998-1999 1999-2000 2000-2001 2001-2002

X4 (In Rs. Lakhs) 70.11 89.58 106.48 141.95 167.76 115.18

Merger Year Post-MergerAverage

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008195.64 228 276.87 330.92 407.41 504.52 349.54

Sources: Researcher’s compilation from financial statement of Banks retrieved from http://www.moneycontrol.com/RBI Website

Interpretation of Business Per Employee Ratio (PNB)

It would be observed that there is an increase in average post-merger figures of Business per Employee Ratio, which were 115.18 in the pre-merger period and increase to 349.54 in 5 years of post-merger period. The increase was 3 times which is at a significant level. Even immediate pre-merger year’s


Business per Employee Ratio was 167.76, which goes to 228 in immediate post-merger Year.

This ratio assesses the productivity of the employee in terms of business per employee. It is one of the most often used ratios for productivity measurement of banks. So higher the ratio represents the better performance of employees would be there in the organization. The above analysis shows that PNB’s employees are performing well.

FINDINGS AND SOLUTIONS

Employees do not want to go for any change. The insecurity of change and the new work environment are the main reasons due to which employees do not want to go for a merger. Employers now recognize that human resource issues are the primary indicator of the success or failure of a deal. When we had mergers just five years ago, employers had much more advantage than they do now. The full-employment economy has been a huge problem

MERGER ISSUES AND CHALLENGES

1. Working in a global environment: Most of the mergers and acquisitions today involve companies headquartered in two different countries. This can complicate the transfer of best practices since managers generally assume that their knowledge bases apply universally. They do not always take into consideration that performance drivers vary from culture to culture.

2. Language barriers between the participants of a cross-national merger must be readily countered. Information concerning the deal must be translated into both languages so questions can be answered in real-time. Employees of both cultures must be educated in the other language so that communication between workforces can be effective and productivity can be facilitated.

3. Ongoing business should not be affected: A significant challenge is to ensure that ongoing business is not adversely affected by M&A activity. Monitor employee performance to ensure that customer needs continue to be met. Solicit customer feedback to verify that all is well on their end.

4. Employee retention challenge: During mergers and acquisitions, employee retention can be a challenge, as many believe it can be a threat. Inherently, many mergers and acquisitions (M&As) deals have retention issues, which result from negative attitudes felt by employees. This can include uncertainty about the future of the organization’s direction, job security, perceptions of lack of leadership credibility and feelings of confusion due to lack of communication.

Impact of Merger & Acquisition of HR (With Special Reference to BOB and PNB) | 13

5. Flawed intentions: For starters, a booming stock market encourages mergers, which can spell trouble. Deals were done with highly rated stock as a currency is easy and cheap, but the strategic thinking behind them may be easy and cheap too. On the other side of the coin, mergers can be driven by generalized fear. Globalization, the arrival of new technological developments or a fast-changing economic landscape that makes the outlook uncertain are all factors that can create a strong incentive for defensive mergers. Lack of decisive change management in the early stage is also one of the issues in the merger. Every stakeholder sometimes resists changing at some point of time. This is very difficult to get a comfort zone in the early post-merger period.The researcher has been found that although there are so many pre-

merger issues involve in the process of merger of any entity still organizations are enjoying the merger. Long settlement process, human issues, high cost of the merger, ICT are main pre-merger issues. Also in the early post-merger period, there are so many issues and challenges for organizations.

CONCLUSION

Business per employee ratio is also on increasing trend, which is reflecting that the bank is effectively utilizing its work force. Employees do not resist to change but after M&A they adopt changes .M&A is always beneficial to banks because of it helps to increase the efficiency of banks and also beneficial for human resource in a manner to increase the efficiency of human beings in the workplace with the help of this employees have to learn more things.

REFERENCES

1. Agrawal, A., Jaffe, J.F., and Mandelker, G.N., 1992. “The Post Merger Performance of Acquiring Firms: An Re-examination of Anatomy”, Journal of Finance 47 (4) (September), pp. 1605-1621.

2. Asquith P, Bruner R.F., and Mullins, D.W., 1983. “The Gains to Bidding Firms from Merger”, Journal of Financial Economics 11, pp. 121-139.

3. Chakrabarti, R., 2008. “Do Indian Acquisitions Add Value?” Money and Finance ICRA Bulletin, May, online available from http://www.ibef.org/industry/financialservices.aspx, pp- 61-73 accessed on 10th April 2010.

4. Rosa R.D. S., Engel, R., Moore, M., and Woodliff, D., 2003. “Post-Acquisition Performance and Analyst following US Evidence”, http://wwwdocs.fce.unsw.edu.au/banking/seminar/2003/MarkMoore.pdf accessed on 9th March 2010.

Books

5. Anderson T.W (1958), “An Introduction to Multivariate Analysis”, John Wiley Sons, New York.


6. Bruner, F. R. (2004), “Does M&A Pay?” Applied Mergers and Acquisitions, John Wiley & Sons Chapter 3.

7. Carline, N.F., Linn, S. C., and Yadav (P. K., 2001), “Impact of Firm-Specific and Deal Specific Factors on the Real Gains in Corporate Mergers and Acquisitions: An Empirical Analysis”, Working Paper (February), University of Oklahoma.

A Study of HRM and Digital Transformation in the Organization’s Strategy and Policies:

Reshaping HR SpaceDr. Neeti Rana1 and Sunakshi Verma2

1 Associate Professor & Dean, School of Humanities & Social Science 2 Ph.D. Scholar (Human Resource), Department of Business Management

Gautam Buddha University, Greater Noida

ABSTRACT

This research paper emphasized the importance of artificial intelligence and digital technologies in Human Resource Management. Its review three areas related to Digital Transformation in Organization Digital workforce, “Digital Workplace” and “Digital Management & employee”, its showing most important issues at present are cloud Computing, Internet of things (IoT), Exabyte’s of data and artificial intelligence(AI).The objective of this study “Digitalisation + Transformation = Productivity” this everyone can agree that under pressure and confusion, digital transformation involves several important changes, time-saving, opportunity, reshape and reinforce their roles within their organization. The paper illuminates to explore the use of technology-driven tools in HR professionals to use these innovations in positive ways. In this study, the primary data was collected through structured Questionnaire and Secondary data was collected from business magazines, Case study, Published data, books, e-journals, newspapers- the novelty of this study consists in exploring the HRM digitalization process in the organization.

Keywords: Digital workplace, Digital workforce, Digital management & employee, Cloud computing, Artificial intelligence (AI)

INTRODUCTION

It has Important to understand Digital transformation has been a hot topic given the speed, scale, and scope of change over the last few years. The Development of Artificial intelligence, Robotics, HR Analytics, Cloud-based Hiring tools, IoT, Virtual Reality, Nano Technology, Machine Learning- all the technology is here and it makes easy and smooth societies, cultures, economies, and businesses in digitalization world are also called the Fourth Industrial Revolution. Its fully change the culture, customer expectation and employee’s way of performance For this research, we took the opportunity to reflect on the role of human resources in digital transformation with which strategy and policies using in Organizations

HR digital transformation is the process of changing operational in the way HR functions, using data to guide all areas of HR: payroll, benefits,


performance management, learning and development, rewards and recognition, and hiring. According to the Times of London Report and survey two-thirds of business leaders told us that if companies not digitalize then it will no longer be competitive in transforming the world. During the survey found 91% of HR Manager, Chief HR officers using and invest in two or more technologies over the next three years Like IBM’s pinnacle of innovation, Royal Bank of Canada using Embark, Siemens using “Road to culture change” etc. Success levels were acquired by SAP, and purchase of Taleo by Oracle in 2012, all these things helped in making HR digitally strong. Now more companies are coming up with new technologies and INTRODUCTION of software applications (Fitbit, Bamboo HRADP Vantage HCM, ATS (Application Tracking Systems), chatbots and data analytics), so we can say Digital HR transformation starts with improving HR’s productivity so they can focus less on paper and process, and more on people.

LITERATURE REVIEW

1. Miles & Snow (1994) – used the term strategic fit – He used this term that organization wants to know the internal resources, opportunities, capabilities and special demands of their external environments and try to achieve competitive advantage. The demands of digital transformation by forecasting the needs of a company in terms of resources and capabilities and setting the right goals to meet those needs after that decision/action taken by HR department how to recruit, who to recruit, select the resources and find out the abilities to meet the demand of a digital era. All businesses have different transformational goals and objectives to achieve a position in the digital era.

2. Patel and McCarthy (2000) first mentioned – The concept of digital transformation didn’t conceptualize the term HR Digital.

3. Stolterman and Croon Forst (2006) – Defines digital transformation “as the changes that digital technology causes or influences in all aspects of human life”.

4. Masaood (2008) – The importance of e-management also lies in its ability to cope with the qualitative and quantitative development of information technologies and systems. Besides, e-management is a strong response to the challenges of the 21st century, in which it must be able to deal efficiently and effectively with different variables (Masaood, 2008).

5. Kassim et al. (2012) – HRIS contributes to information accuracy and greater responsiveness – A HRIS which is also known as a human resource information system or human resource management system (HRMS),

A Study of HRM and Digital Transformation in the Organization’s Strategy and Policies | 17

is an intersection of human resources and information technology through HR software. This allows HR activities and processes to occur electronically. Benefits like Expedition of recurring tasks through automation, improved ability to reach large candidate pools regarding new position openings, Ability to apply higher selection standards to a number of applications, Speedy on boarding made possible by mobile accessibility.

6. Malkawi, Alraja, and Hamadnah (2013) – Electronic management – defined as a strategic approach of managing dynamic and future organizations depending on a technology-based system. It is a strategic approach, starts with vision and mission. It stresses the value obtained by the organization through IT capabilities.

7. Edge Admin (2017) – Now the present Digitalized world is ruled by the advanced technologies, Softwares that is intimidating highly the global workforce. Out of all the technologies, we can say AI and Analytics is the most groundbreaking one. As important in the application of AI almost in each and every sector may it be banking, health care insurance, etc. India is also not an exception that new firms especially (start-ups) are now integrating their business with AI to stay more visible and to be competitive. Some of the start-ups that have integrated its business with AI in India are: ARYA.ai, BOXX.ai, cuddle.ai, Imbibe, Edgenetworks, and Haptik to name a few.

8. Eva Wislow (2017) – Talent acquisition is the most important thing in HR, we can remove tons of stressful, fraud and monotonous work from hr managers namely talent acquisition software can scan, after use of new technology we can evaluate applicants and 70% recruitment process will easy.AI plan and organize training program, online course, digital class season its make work manually so the work will be done easily and fast.

9. Barbara van pay (Sep 30, 2018) – Digitalization and AI is reinventing HR, we can say all the organizations looking for AI and HR Analytics solution, AI organization reduce the time consumed for filling and hiring the candidates by considering other information like experience, skill set, etc., to find right person AI technology takes care from sourcing to interview which drastically reduces the recruitment timeline and help to hire right candidates with the ability to perform in specific roles and make placements much easier and at a faster rate.

10. Sarah fister gale(2019) - In the paper title AI is coming – HR is not prepared, AI and HR managers should prepare how to use this technology and make work easy and faster.IBM predicts that 120 million workers want AI training in the world’s 10 largest economies, If they will


not provide the training they will lose competitive level to development either if the company provide AI training to employees but they don’t show interest then it’s waste less(pull it off), 90% people believe in US and UK AI, digitalization techniques give benefits.

RESEARCH OBJECTIVES

1. To identify the challenges of HR while adopting digital transformation2. To identify the Strategies and Policies of Digital Transformation.3. To gain insight the possible ways to overcome those barriers or challenges

in the journey of Organization digital transformation?4. To identify HR management that deals with service functions (recruitment,

staff training, and development, compensation management.


Material and Method: This paper is a review based descriptive study where the material, which we have considered, is secondary in nature. The secondary data is available from online sources such as company, Survey, cases, reports, and blogs of experts, websites, Research papers, and magazines have been used.

What is Digital HR?

When I was writing this paper, I realized this year clearly we saw two great forces developing in the same platform: on one side, the unstoppable digitization resources and automation of almost all aspects of our personal and working lives and on left other, the rise of soft skills compelling a return to what makes us more human and advance, such as the ability to communicate, the capacity for creation and develop, cooperation, flexibility, empathy, innovation and more.• HR digital transformation – Nowadays HR Digital is the sole application

of new technologies and makes more competitive in the world. “Digital HR is a process optimization in which social, mobile, analytics

and cloud (SMAC) technologies, AI is leveraged to make HR more advance, efficient, effective, and connected. In other words, it’s a tectonic shift in the way Human Resources function and world.”

Example – The two most renowned Companies in Digital Market – Microsoft, IBM.

Currently, most of the organizations are using AI (Artificial intelligence) because it is able to solve and understand the problems, by choosing a candidate to analyze the emotional state of an employee.


Some solutions are offered by large developers –1. Microsoft (MSFT, NASDAQ), SAP (SAP, NYSE),2. IBM (IBM, NASDAQ), relatively small developers, for example, Workday

(WDAY, NYSE).

The Trends We’ll Look At

1. Automation via AI and RPA: It has been a hot topic for several years nowadays more of the recruitment process has become automated, Digital and accordingly pattern-wise, devoid of scrutiny. Search engines, applicant tracking systems, and email automation have in some ways commoditized the job search to a simple keyword match. Candidates that know how to game the system have support and advantage over individuals who are honest but do not know the tips and tricks Applicant Tracking Systems use to screen incoming candidates.

2. Use data and analytics: HR is starting to understand the value data analytics its makes work easy and accurate form, we can add to the business Reselection, learning & development (L&D), employee engagement, you name it; there’s HR technology out there to measure every single part of the employee lifecycle. By Analytics skills, you can evaluate huge data in some time. The question, arise, however, so our HR professionals can make sense out of this data.

3. Gig economy: Online service brokering platform the most prevalent for several years nowadays its name called ‘Gig economy’, other names we know in the market ‘The portfolio career’, ‘the contingent workforce’, Agile talent’. “Gig economy is a system where work is contracted on a freelance short -term basis, and its connect workers and hires” Users in Early days According PwC makes up 2% of the total recruitment market by 2020 it is forecast it will make worth $63 billion globally alone in the UK. 1099 to replace 9-to-5. The gig economy will see a large majority of the workforce from full-time jobs into free agent employees, freelancer. According to this estimate that by 2020, 40% of American workers will be independent contractors. By using the gig economy how to prepare employees for the gig workforce?1. Leadership buy-in2. Streamlined strategy3. Operational prowess4. Tailored HR processes

4. HR chatbots: Chatbots are already using in customer service, IT technical support, and resume parsing. In 2020, we will see a greater impact of reliance on chatbots, especially as a way to hiring and aid employees with the on boarding process. The challenge? We can ask together questions


in the chatbox. The benefit? In the end, having a robot field commonly asked HR questions (i.e. benefits, compensation, retirement) can free up HR’s time elsewhere, Note-50% of companies using chat bots by 2022.

In 2017, Multinational firm EY deployed a Watson-based cognitive chatbot named Goldie to enamore effective, digitally driven HR support for its global employee base of 250,000 with overwhelmingly favourable results. This is just one example of the far-reaching impact chatbot solutions are already having.

5. Digital recruitment: Spark Hire is a making video interviewing platform and a good example of how different SMAC technologies are combined into one digital solution. By this, Candidates can schedule their own interview according to our time and place, we interviewed in real-time and the interviews can be shared easily with other hiring managers for immediate feedback, it makes the recruitment process technically flexible and timesaving.

6. Virtual assistants and augmented reality: Very fastly popular in 2020, as the employee service can be automated through such assistants. Bots are the more popular form of chat or voice, video assistance, but they are also beginning to look like virtual robotic or holographic representations. Virtual assistants offering a two-fold benefit: a. HR saves on workforce costs and time and can respond faster in a more personalized and professional manner to their employees and clients’ needs anytime and anywhere as suitability.

Use: The British Army is using VR for recruiting, the first month that the experiences were posted on YouTube 360, the Army got a 65% increase in applications.

7. RPA platforms (robotic process automation): This is a Robot process automation platform. It is one of the new trends in the digitalization of HR tasks. These robots perform different administrative processes such as hiring, data upload, communications, alerts, and more. This brings considerable savings in time and in expenses. According to the renowned HR technology guru, Josh Bersin, “Demand for RPA/AI is increasing as organizations seek to drive HR delivery model efficiency, effectiveness, and support scalability, while improving costs”.

8. Big data and machine learning: We are talking about new trends and innovation so the biggest trending resource in HR it’s Big Data and machine learning, data intelligence for a long time, and there are already many organizations using and corporate them in their day to day practices. For example, in recruitment processes, through these new technologies, you can define ideal and able recruitment profiles, design absenteeism models, (personality-job fit models, and more. All with the


purpose of, among others, anticipating talent flight to be able to take steps to retain the best professionals.

9. Real-time performance feedback: In today’s fast-paced world, the traditional performance review cycle is an old method. We should Thanks to some tools like pulse surveys and real-time feedback channels, its make work on time our managers get benefits like no longer need to schedule time-consuming meetings or evaluate performance only once a year. In HRMS solutions, employees can receive day to day regular, consistent and purely feedback. Beyond the logistical benefits, real-time feedback “provides ample opportunity for managers to have meaningful and forward-looking conversations about personal and professional development with the employee, resulting in better engagement, relations, and improved productivity,” explains Sushman Biswas for HR Technologist. “It’s more constructive,” he writes “to engage in an open dialogue on employee contributions throughout the year. The feedback we can see “the increased use of VR for performance management and workforce, assessments, and pre-screening,” says Charney.

10. Generational shifts and remote work: Millennials and Gen Zs are entering and analyze the workforce in organizations while more baby boomers retire, causing disruption as companies. Our new generations participate own unique and value, expectations so definitely they want to work with new technologies and employers perform according to the new generation trends.

Which Strategies, Policies and Trends Applying Organizations in the World?

There are so many examples of how HR is (slowly) transforming, we will give you a small sampling:1. Cisco-Trend – “YouBelong@Cisco App and Ask Alex” – The company

organizes hackathons to build new HR products – the YouBelong@Cisco app and Ask Alex. This is very useful in hiring process its help new hires and their managers during their onbording period and the latter is a voice command app that gives quick answers to various HR questions about holiday policy, expenses, etc.

2. Booking.com, Bynder, Atlassian – “Impraise (CPM)” – Impraise is a Corporate Performance Management Software. Performance management is something that has gained a lot of importance in today’s workforce. Employees like to receive and share their feedback often, in real-time and on any kind of device. Impraise is a performance management tool that provides 21st-century managers and employees with a digital feedback experience, It provides goal ma Organizations


that encourage their workforce to be healthy showed lower rates of absenteeism and turnover and showed higher rates of engagement and productivity.

3. Reliance Jio – “Real-Time Apps and Cloud-based Services” – This is the best example of HR Digital transformation, the 4G telecommunications, and digital services Which came up with a vision to build a national 4G network across 18,000 cities and towns in India to serve hundreds of millions of customer. Strategy that supports employees, candidates, and business managers and the service it is offered was easy to use, easy to buy with safety. The digital-first HR program was used which provide staff members to complete the tasks with the help of real-time apps and cloud-based services. Secondly, all HR processes, technologies (including SAP and a series of cloud apps such as Salesforce.com), policies into one single application. Management, lightweight checks-ins.it is a flexible and insightful platform that will help grow your business.

3. Apple – “Incentivized Healthcare” – Organizations that encourage their workforce to be healthy showed lower rates of absenteeism and turnover and showed higher rates of engagement and productivity.

4. People Strong – “HR Chabot ‘Jinie’” – Human resources solutions and technology company people strongly developed India’s first HR Chabot ‘Jinie. It helps in work-related queries and personal work assistance we can use for applying leaves, collating and completing employee data, answering company policy-related questions and many more.

5. Hero Motor Cop – “SAAS (software as a service)” – This is a cloud-based distribution model for software, it is using in nowadays in an organization for accounting, sales tracking, HR Communications. Some example of well-known office 365, Google apps, Netflix, Dropbox, adobe creative cloud.

CASE STUDY ANALYSES ON HR DIGITAL AND TRANSFORMATION

It’s very famous Case Study of “Deloitte” published in Harvard Business Review by Jeanne C. Meister 2020.

Title: “How SAP Leveraged Design Thinking and Its Own Launch Methodology to Drive Change Globally”

Overview

• Company – Deloitte• Business Application – SAP SE• Users – 77,000 employees working in 120 countries and about 300,000

customers worldwide.


In this Case Study

• Examine SAP’s mission to transform its HR operations and solutions to the cloud computing.

• Explore how the company used design thinking for a feedback-intensive implementation model and how the transformation teams used it to facilitate ongoing change.

• Reveal how SAP HR’s quality gates enable the success and adoption of new tools and business practices across the global organization.

SAP SE – SAP SE has been supplying enterprise application software (including databases, ERP solutions, and mobile business applications) to about 300,000 customers in 190 countries. This is the fastest-growing company in a cloud-based solution.

Business Challenges

1. The ability to get high skills employees in these areas who worked on cloud computing areas.

2. The ability to provide training and session our existing employees and give valuable training to develop leaders’ potential.

Dig – SAP’s HR Organization

Kicking Off the Transformation

By using “HR Goes Cloud” program Thirteen capability areas, supported by SAP’s cloud technology, were defined as subjects of the transformation: 1. Jam (collaboration platform). 2. People Profile (HR information system with more than 100,000 active

profiles). 3. Recruiting Marketing (a global sourcing and recruiting platform). 4. Recruiting Management (a global applicant tracking system).


5. Goal and Performance Management (aligns employee objectives with corporate goals).

6. Compensation Management (enables managers to plan efficiently and give

7. Employee’s transparent access to total rewards). 8. Development Planning (enables employees to include any type of 9. Development, learning, and training to manage their career growth).10. Succession Management (supports managers in mapping out their

successors11. For key managerial and expert positions).12. Learning (focused on blended-learning approaches, including e-books

and e-learning modules).13. 360-Degree Feedback (an anytime feedback mechanism giving

employees access to detailed reports).14. Workforce Analytics (enables the rapid response to data requests from

business partners).15. Onbording (manages post-hiring and day one activities for all SAP

hires).16. Employee Central (Success Factors’ core HR solution).After all the achievements they worked on “Launch Methodology”

1. Prepare2. Realize3. Verify4. LaunchEach phase of SAP’s launch methodology contains quality gates to help

to ensure that all stakeholders are in alignment with the scope of the project.

FINDINGS AND CONCLUSION

HR Transformation affects every employee and employer in an organization Goal- SAP’s HR leadership was to reduce the complexity around the functions for which HR is responsible while increasing internal customer satisfaction.

If we talk about the main purpose of this paper was to find out, develop the meaning, and use of digital transformation in Human resource management secondly how organization using new resources in our work life and what is the current tools.

We discussed in paper so many tools as if they make life easy HR functions and employees make stronger and confident in work, the paper talks about the challenges and remedies to solve the problem in HR Industry.

As HR is at the forefront of the fourth digital revolution, it is important to facilitate this advancement without impeding the human element. The


case study also helps to find out what new trends using in HR transformation to make flexible and healthy work culture.

REFERENCES

1. Donkor, Charles (2017). The way we work hr today – 2025 and beyond, PwC. 2. Fichman, R.G., Dos Santos, B.L., and Zheng, Z.E. (2014). “Digital Innovation as

a Fundamental and Powerful Concept in the Information Systems Curriculum,” MIS Quarterly (38: 2), pp. 329-353.

3. Granados, N., Gupta, A. (2013). Transparency Strategy: Competing with Information in a Digital World. MIS Quarterly, Vol. 37, No. 2, pp. 637-641.

4. Patel, K. & McCarthy, M.P. (2000), Digital Transformation: The Essentials of E-Business Leadership, McGraw-Hill Professional.

5. Parry Emma (2011). “An examination of E-HRM as a means to increase the value of the HR functions”, International Journal of Human Resource Management, V 22, Issue 5, pp. 1146-1162.

6. Rani C. & Katyayani Jasti (2017). “Technological Trends in Human Resource Management. In International Journal of Scientific & Engineering Research, Volume 8, Issue 5, May 2017, 217, ISSN 2229-5518.

7. Yang Jing, Zhao Lei (2016). “Study on Human Resource Reform in the Digital Transformation”, Joint International Information Technology, Mechanical, and Electronic Engineering Conference.

8. Deloitte (2016). HR Technology Trends, retrieved from: https://www2.deloitte.com/ie/en/pages/human-capital/articles/HR-Technology-trends.htm [Accessed on 20th Aug, 2020]

9. Digital Mag (2019). Putting digitalization into action, retrieve from: https://www.digitalistmag.com/future-of-work/2019/03/06/putting-digitalization-into-action-with-your-hr-strategy-06195952 [Accessed on 15th July, 2020]

10. Success Factors (2018). Case Study in digital transformation, retrieved from: https://www.successfactors.com/content/dam/successfactors/en_us/resources/case-studies/case-study-hr-digital-transformation-sap.pdf [Accessed on 20th July, 2020]

Analysis of the Effect of Transformational Leadership Traits, on Organizational Creativity of Employees of

the Insurance Sector in Ghaziabad RegionDr. Soniya Garg1 and Gaurav Sharma2

1 Associate Professor, Indrapuram Institute of Higher Studies (IIHS), Ghaziabad 2 Research Scholar, IGNOU

ABSTRACT

The study is an attempt to analyze the effect of transformational leadership traits on the organizational creativity of male and female employees of various Insurance companies with reference to the Ghaziabad region. The research tool used was questionnaire and data was collected from 60 employees. The complete responses were 56. Descriptive and inferential statistics were used in the analyses. Data were analyzed with SPSS and results are discussed further.

Keywords: Transformational leadership, Organizational creativity

INTRODUCTION

Transformational leadership is a buzzword these days and people are looking for the implementation of transformational leadership in various sectors of business. In a simple language we can say Transformational leadership is a type of leadership in which leader works in close association with the team, tries to identify their needs, inspire and motivate them and transform their abilities to make them able to achieve the targets.

From ancient times, transformational leadership has been proved very helpful for the followers or team members. For example, various traits of Lord Rama, discussed in various verses of Ramayana prove Lord Rama an effective transformational leader. Leadership is a process of inspiring and influencing any individual or team towards the completion of their goal. In this paper, we have tried to analyze the effect of transformational leadership traits, on organizational creativity of employees of the insurance sector in Ghaziabad region.

LITERATURE REVIEW

According to Burns (1978), one can define transformational leadership as a leadership style where a leader works with his or her followers to increase their level of motivation and morals so that they can believe in themselves and can complete the common purpose. Krishnan (1990) Tichy and Devanna (1990)

Analysis of the Effect of Transformational Leadership Traits... | 27

have identified a few main characteristics of transformational leadership, which are as follows. 1. Disciplinary nature to improve performance.2. Capable of taking harsh decisions for the underperformers or non-

performers.3. Inspire and motivate people to get the best solutions4. Transformational leaders are needed more than transactional leaders5. Identify the demotivated team members and replace them to achieve the

target. 6. Transform team members into creative individuals

We have used the above stated six characteristics of this paper in the questionnaire.


In this paper, we have used the data from the employees of the insurance companies of Ghaziabad Region. There were in 60 questionnaires. Out of which 56, responses were complete and included in the study. Data was collected through questionnaires and was then analyzed with the use of descriptive and inferential statistics.

RESULTS AND FINDINGS

The results are as follows:As clear from Table 1, the data was classified based on three variables

age, gender, and work experience. If we see the classification according to gender, the number of male respondents is significantly greater than the female respondents. According to age, the highest number of respondents lies among the age group of 40-45 where the work experience classification shows that most of the respondents are between 7-9 years of work experience.

Table 1: Descriptive Statistics

Gender N Age N Experience NMale 35 35-40 14 5-7 12Female 21 40-45 32 7-9 34

45-50 10 9-11 10

A structured questionnaire was distributed to collect the data from employees of insurance companies. For this, a 5-point Likert scale (1-Strongly Disagree, 5-Strongly Agree) was used to collect the responses. There were six statements in the questionnaire to know the perception of employees towards the effect of transformational leadership on organizational creativity.


The first statement was related to the disciplinary nature of the leader. According to this Discipline, he and team members is a trait of transformational leaders to improve performance. Most respondents disagree with this.

Table 2: The Disciplinary Nature of Transformational Leaders Helps to Improve Performance

FrequencyStrongly Disagree 33Disagree 12Neutral 11Agree 0Strongly Agree 0Total 56

The second statement was related to the capability of a transformational leader to take harsh decisions for underperformers or non-performer. As clear from table 3, most respondents have disagreed with this.

Table 3: Transformational Leaders Capable of Taking Harsh Decisions for the Underperformers or Non-performers


The third statement was related to the quality of transformational leaders to inspire and motivate people to get the best solutions Mostly respondents agree to this. (Table 4).

Table 4: Transformational Leaders Inspire and Motivate People to Get the Best Solutions



The fourth statement was related to the statement that transformational leaders are needed more than transactional leaders. Most of the respondents are agreed to this statement (Table 5).

Table 5: A Transformational Leader is Needed More than a Transactional Leader


The fifth statement was related to identify the demotivated team members and replace them to achieve the target. Most respondents have disagreed with this (Table 6).

Table 6: Transformational Leaders Identify the Demotivated Team Members and Replace them to Achieve the Target


The sixth statement was related to transforming team members into creative individuals. Most of the respondents agree with this statement (Table 7).

Table 7: Transformational Leaders Transform Team Member’s Individuals into Creative Individuals



Table 8: Effect of Transformational Leadership on the Motivation of Employees

Model Summary

Model R R2 Adjusted R2

Std. the Error of the

Estimate 1 0.217a .049 .041 0.464

a. Predictors: (Constant), Transformational leaders inspire and motivate people to get the best solutions

Coefficients

Model

Unstandardized Coefficients

Standardized Coefficients

t Sig.B Std.

Error Beta

1 (Constant) 1.568 .189 9.689 .000Transformational leaders inspire and motivate people to get the best solutions

-.101 .041 -.203 -2.02 .021

a. Dependent Variable: Organizational creativity (significance level 5% )

From the table above we can conclude that the transformational leadership style is quite significant to raise the motivation of employees and to increase organizational creativity.

Table 9: Effect of Transformational Leadership on the Development and Transformation of Employees

Significance of level = 5%Model Summary

Model R R2 Adjusted R2

Std. the Error of the Estimate

1 0.83a .069 -.019 0.412a. Predictors: (Constant), Transformational leaders transform team members into creative individuals. Transformational leaders identify the demotivated team members and replace them to achieve the target.Coefficients

Model

Unstandardized Coefficients

Standardized Coefficients

t Sig.B Std.

Error Beta

1 (Constant) 1.213 .139 9.132 .000


Transformational leaders transform team members into creative individuals

.052 .073 .071 .712 .045

Transformational leaders identify the demotivation team members and replace them to achieve the target.

.007 .051 .012 .178 .042

a. Dependent Variable: Organizational creativity , (significance level 5% )

The results clearly show that transformational leadership affects the organization’s creativity significantly.

DISCUSSION AND CONCLUSIONThis study was an attempt to analyze the effect of transformational leadership on the organizational creativity of employees of the insurance sector. It is clear from the results that transformational leadership has a strong and significant impact on the organization’s creativity of employees.

SCOPE OF FUTURE RESEARCHThe study is limited to the insurance sector only; this could be extended for other industries also.

LIMITATIONS1. Respondents may be biased.2. The sample is small.3. The study is confined to a small area.

REFERENCES 1. Bass, B.M. and Avolio, B.J. (1994), Improving Organizational Effectiveness

through Transformational Leadership. Thousand Oaks, CA: Sage Publications. 2. Burns, J.M. (1978), Leadership. New York, NY: Harper and Row. 3. Jerobon, T. Geofferykimutai, Yusufkibet (2016) Evaluation of Effects of

Transformational Leadership and Employee Performance a Survey of Nandi County Government, IOSR Journal of Business and Management (IOSR-JBM), e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 18, Issue 11. Ver. I (November. 2016), pp. 91-101.

4. Krishnan, V.R. (1990) Transformational Leadership and Vedanta Philosophy, Economics Times, 11th January (p.7), Mumbai. Available at: http://www.geocities.com/rkvenkat/1990et.html.

5. Tichy, N.M. and Devanna, M.A. (1990). The Transformational Leader. New York: Wiley.

Talent Management in Digital AgeVarnita Goel

Student, IMS Ghaziabad University Courses Campus

ABSTRACT

Digitalization is radically changing the way organizations operate—from how they interact with customers, society and suppliers, to how they manage their employees. Digital is thus poised to substantially disrupt HR as usual and redefine the future of the human resources function in the next decade. In the digital age, organizations need to reinvent themselves at every level and to become nimble. The digital success of human resources management implies modification towards employee engagement, learning, and development and search for talent from the traditional paradigm in the workplace. This paper focuses on recognizing the major trends and development of digital skills and strategies concerning talent management programs for employees and managers. This paper reveals that in an open talent economy, the brand of the employer is vital in recruiting and retention of high potential employees with a focus on learning, competence systems, rewards, mobility, and leadership development. At present, to obtain an organizational value, the major challenge that HR needs to face is the evolution of digital skills for managers and employees.

Keywords: Digitalization, Human resources management, Talent management

INTRODUCTION

The computerized age is reshaping how association enlist, select furthermore, and create abilities for another age of workers. At present, for improving hierarchical execution, HR is offering digitized answers for business and workers, arrangements that create commitment and new encounters to workers. One of the major challenges for global corporations is represented by attracting and retaining top talent as in this digital world, it is becoming difficult to retain talent. Talent management represents a strategic component of the business model. In order to face the challenges in dynamic markets, companies need to reinvent themselves and to become agiler. Recruiters and job seekers must be aware of artificial intelligence, optical character recognition, and other scanning technologies. Understanding how technology is changing, even the most basic of HR practices is crucial. The search for talents is a never-ending story. Development of the journey of HR will have to address soon a series of challenges concerning the management of a diverse workforce in the frame of an increasing shortage of skill set.

Talent Management in Digital Age | 33

Dimensions of the Study

• Talent management; strategic component of the business • Digital skills for managers and employees

LITERATURE REVIEW

William Rothwell (2008) shows that to pull in adolescents with high potential, ability the executives’ projects ought to contain the accompanying measurements: 1. Get duty for ranking directors and representatives – ability the board

suggests representatives with specialized mastery – vocation twofold scale; dispersal of data and information – the executives’ progression arranging; coaching for imminent successors

2. Analyze the Work and the People Now—and Determine What Talent Means – Analysing the work is practiced through precise work examination, did to plan present place of employment portrayals that overall condense work prerequisites. Examining the individuals is done by competency demonstrating, which profiles effective entertainers at each level as well as in each branch of the association. Figuring out what ability implies requires authoritative pioneers to set up criteria for ability - people who are working superbly where they are and are moreover promotable are called high possibilities (HiPos); people who are the most gainful of anybody carrying out a responsibility are superior workers (HiPers); people who are the most proficient about a particular territory of the association’s work are high experts (HiPros).

3. Recruit and Select Talent - In a vigorous ability the executives’ program, enlisting and choosing ability from outside is full, flawlessly coordinated with creating ability from inside the association. At present, the most significant devices in enrolling centre around computerized and business marking;

4. Evaluate Performance – Employees must be assessed dependent on the results they accomplish (current profitability) and on the abilities and practices they illustrate;

5. Analyze the Work and People Needed in the Future – hierarchical pioneers set aside the effort to gauge work prerequisites and the capabilities that will be required later on if the ability the board program is to line up with the association’s key targets. Surely, an association’s key targets infer the sort of work to be played out, the key execution markers (KPIs) that will be required later on, and the sort of close to home attributes (skills) fundamental to progress.


6. Evaluate Potential – Common approaches to survey potential incorporate supervisory assignments, 360-degree evaluation dependent on the capabilities required for more elevated levels of obligation (not the current level), appraisal focuses, mental tests, work assignments/revolution encounters.

7. Develop People – Potential appraisal is done to survey people against future necessities at more elevated levels. At that point, singular advancement plans (IDPs) are utilized to close formative holes by finding noteworthy methodologies to manufacture essential capabilities; associations build up initiative advancement programs, activity learning programs, preparing programs, revolution encounters, coaching programs, and other arranged endeavours to limit holes.

8. Retain the Best People – Authoritative pioneers are all around encouraged to begin by talking with workers concerning why they remain. It is especially imperative to know why HiPos, HiPers, and HiPros remain since the consciousness of their reasons for staying can shape subjects for future enrolment. It can likewise recommend zones of the centre to improve maintenance endeavours.

9. Evaluate Program Results – So, the most significant proportions of accomplishment for ability projects might be these: How well is the program accomplishing the quantifiable targets set up for it? What number of individuals is accessible, and prepared to perform, when any opening happens? How rapidly could those certified individuals be distinguished, chosen, and arranged? What kind of individuals is accessible, and prepared to perform, when any opening happens? (Rothwell, 2008). Right now, ability the executives have; one into another phase of

advancement: in this way, HR has advanced from the conventional capacity of enlistment and choice to a key capacity of enrolling high potential adolescents, with an emphasis on making a solid manager brand enrolling by means of interpersonal organizations also, creating advanced abilities. For instance, organizations, for example, LinkedIn, Facebook, Twitter or Google are putting resources into the advancement of online ability networks for drawing in new representatives yet besides in forceful showcasing efforts led in the scholastic field or at understudy work fairs. Organizations, for example, Ford or General Motors have made websites in request to draw in aficionados of the automobile business or designers that might want to work for them (Deloitte, 2014, pp. 66-68). Garr, Atamanik, and Mallon (2015) characterizes another way to deal with the ability the executives building concentrating on basic ability capacities at lower levels of development, and advances to building a foundational and comprehensive relationship with


ability at the most noteworthy levels of development. At the focal point of developing associations, we have an unmistakable, directed and imparted ability methodology that involves incorporated ability exercises that intensely fortify the significance of pioneer development and a far-reaching learning society. “Ability as a benefit” implies that association should: 1. Put set up forms intended to upgrade pioneers’ comprehension of their

workers from both a quantitative and subjective point of view; 2. Develop ability forms that permit their association to follow up on the

more prominent understanding; 3. Provide assets and chances to workers that empower them to build up a

“discussion” with the association; 4. Notwithstanding, just demonstrating to workers and their decent

variety is invited, these associations manufacture both elevated level procedures (e.g., adjusting assorted variety and incorporation procedure to authoritative destinations) and wide-based ability the executives rehearses (e.g., incorporation between assorted variety and consideration, and learning and execution the executives), which help to strengthen the significance of getting individuals of assorted foundations and acting in comprehensive manners (Garr et al., 2015, p. 2).The report “The Quest for Digital Skills. A multi-industry official” of the

Financial analyst Intelligence Unit (2016) plots the dynamic advancement of computerized aptitudes in different monetary segments and the fundamental difficulties that directors need to look right now: 1. Companies from ventures, for example, creation or money related

administrations face significant insufficiencies concerning advanced abilities;

2. At present, abilities on digital security, portable and web applications speak to the most significant abilities required in the work advertise; in any case, by 2018, aptitudes on huge information will get fundamental for the move of organizations towards 4.0 industry;

3. In contrast with Generation Y, Generation X is increasingly hesitant towards digitization of procedures and occupations;

4. Talents with computerized aptitudes pick innovative businesses, unfavourable to creation, retail or banking enterprises. The fundamental answer for supervisors is to create associations with business lab hatcheries and research labs;

5. Digital abilities hole ranges as indicated by digitization patterns from various ventures – retail organizations are centred around the improvement of savvy items, versatile and web applications, while organizations from money related industries are increasingly worried about digital security (Economist Intelligence Unit, 2016, pp. 3-4).


Representatives and certainly chiefs need to adjust quickly to the innovative changes of business; this includes dynamism, intelligence, new devices of correspondence, another impression of the working environment and encounters. “The computerized work environment gives representatives the apparatuses they have to improve their correspondence, joint effort, and associations with each other. Executed viably, it additionally permits associations to alleviate basic dangers, hold fast to their administrative consistence commands and eventually acknowledge upgraded business esteem” (Deloitte, 2012, p. 14).

The Mercer (2016, p. 26) study – Future-proofing HR: Bridging the gap between employers and employees, HR departments are required to deliver a new Talent imperative with five major concerns:1. Building diverse talent pools – Expand the use of analytics to identify

talent flow opportunities and pinpoint the drivers of change; build for tomorrow via experience-based development interventions focusing on diverse population pools and emerging competencies;

2. Embrace the new work equation – Expanding the use of analytics to identify talent flow opportunities and pinpoint the drivers of change; frame for tomorrow via experience-based development interventions focusing on competencies.

3. Design compelling careers – Designing career frames to reconcile the succession needs of the organization with the expectations of the individual around the career pathway to stimulate talent movement in systemic ways through focusing on mobility and development programs.

4. Simplify talent processes – Aligning performance management fundamentals with the organization’s business model and rewards philosophy that simplifies the management of talent processing.

5. Redefine the purpose of HR – Rethinking how the HR function delivers its operations and the employee experience by commitment towards investing in HR capacity building, specifically around analytics, planning workforce, and strategic partnering skill.In this era of economic competitiveness and digitization, one of the

major challenges for global corporations is represented by attracting and retaining top talent. In the long term, managing talent is regarded as a vital and strategic variable of the organization model that generates product and marketing communication innovation, financial performance, and value for consumers.

Hence, the hunt for talent and dexterity is a never-ending story and investments in youth with high potential translates in minimizing operational costs, giving the opportunity of learning the business on a practical level, in concordance with the market dynamics. The research developed by


Educational Testing Service (2015) says that in comparison to Generation Y, Generation X is more reluctant towards the digitization of processes and jobs.


Type of ResearchConceptualResearch

Data CollectionSecondary Sources, Articles, Journals, Published Papers

Data AnalysisTheoreticalFramework

FINDINGS

• The current and prospective employees are classified as – (PwC 2015). People’s strategy for the digital age. A new take on talent. Retrieved from http://preview.thenewsmarket.com/Previews/PWC/DocumentAssets/3850 62.pdf)

• Enthusiasts • Rebels • Pessimists • Companies from industries such as production or financial services face

major deficiencies concerning digital skill• Skills on cyber-security, mobile and web applications represent the most

important skills required in the labour market• In comparison to Generation Y, Generation X is more reluctant towards

digitization • Digitization trends from different industries –Retail companies are

focused on the development of smart products, mobile, and web applications whilst the Financial industry is more concerned with cybersecurity.

CONCLUSION

HR has involved into a new stage of evolution and effective organizations need to reactivate themselves at a structural level to manage the pool of talent and this implies digitization of HR processes; new tools for communication and learning, new skills with a focus on people analytics and new organizational design. The digitize age is reshaping the method in which organizations recruit, select and develop skills for a new generation of workforce.


This means that it still requires the development of core skills for increasing organizational performance: leadership skills, analytics, advanced skills in problem-solving, decision-making, and design thinking. Career development and learning become now an imperative factor in attracting high potential youngsters.HR leaders are focused on knowing and creating a shared and proactive culture, designing a work environment that engages individuals, and constructing a new model of leadership, career development, and career mapping; at the same time, embracing digital technologies to reinvent the workplace. The main challenge for HR division is to find the right balance and measures to evolve digital and analytical skills for Gen Y members, albeit they are professionally well equipped but they still lack the ability to become real-time business problem solvers and to generate profit for companies.

REFERENCES

1. Biro, M. (2016). The Real Millennial Challenge: The Skills Gap. Retrieved from http://millennialceo.com/the-real-millennial-challenge-the-skills-gap.

2. Capgemini Consulting (2013). The Digital Talent Gap Developing Skills for Today’s Digital Organizations. Retrieved from https://www.capgemini.com/resource fileaccess/resource/pdf/the_digital_talent_gap27-09_0.pdf.

3. Deiser, R., and Newton, S. (2013). Six social-media skills every leader needs. McKinsey Quarterly, 1, 62-75.

4. Deloitte (2012). The digital workplace: Think, share, do: Transform your employee experience. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/mx/Documents/humancapital/The_digital_workplace.pdf.

5. Digitization of everything, How organizations must adapt to changing consumer behavior. Retrieved from www.et.com/Publication/vwLUAssets/The_digitisation_of_everything__How_organisations_must_adapt_to_changing_consumer_behaviour/%24FIL E/EY_Digitisation_of_everything.pdf.

6. KPMG (2012). The real value of engaged employees. Bridge House: Haymarket Network Ltd.

7. Mercer (2016). Global Talent Trends Study. Future-proofing HR: Bridging the gap between employers and employees. Retrieved from http://www.mercer.com/newsroom/global-talent-trends-2016.html.

8. Mitan, A. (2014). Digital Natives Coming of Age: Challenges for Managers, Management Dynamics in the Knowledge Economy, 2(2), 335-354.

9. Mosley, R.W. (2007). Customer experience, organizational culture, and the employer brand. Brand Management, 15(2), 123-134.

10. Pînzaru, F., Vătămănescu, E.-M., Mitan, A., Săvulescu, R., Vițelar, A., Noaghea, C., and Bălan, M. (2016). Millennials at Work: Investigating the Specificity of Generation Y versus Other Generations. Management Dynamics in the Knowledge Economy, 4(2), 173-192.

11. PwC (2015). People’s strategy for the digital age. A new take on talent. Retrieved from http://preview.thenewsmarket.com/Previews/PWC/Document Assets/3850 62.pdf.

Workforce Management in Digital Transformation AgeManish Kumar

BBA Department, Institute of Applied Medicines & Research (India)

ABSTRACT

Digitalization has brought several challenges to workforce management. Organizations have to once again reinvent their concepts of recruiting training and engaging employees. While online recruitment websites such as Naukri.com, Monsters were earlier present but with the refinement of digital transformations many new websites have come up like Linked In, Glass door which has made hiring workforce a bit easy while on the other side it has made hard to retain talent as well. This has compelled companies to transform their recruitment, training and engaging process. This paper tries to uncover the current trends in talent management and the strategies to retain the workforce. This paper will also study the importance of digital awareness among employees and managers. Branding of the organization is also important in recruiting and retaining the workforce. In an open economy like India, where the employee has access to a large pool of Human resources, the workforce also has access to a company that is ready to recruit, train employees. Therefore, it is vital to know what the factors, which keep employees motivated, are and loyal towards the organization, how much digitalization has made the system transparent so that employer and employee are on the same page of delivering quality and retaining talent.

INTRODUCTION

Unites States is on top of the list of using Linked In around 160 Million people are using Linked In while India trailing up the line after the US with 61 Million people. Linked In is one of the popular websites where users can post their resume and employers post their job, people can recommend their network followers to jobs. Microsoft acquired Linked In in 2016. In the year 2018, this platform reaped 5.3 billion US Dollar revenue. (Clement. J., ‘ Countries with most LinkedIn users 2019’, https://www.statista.com/statistics/272783/linkedins-membership-worldwide-by-country/, 26 Jan. 2020) The best thing is Linked In carries the benefit of workforce hiring but it also serves as an employee to see opportunities existing in the industry. Online hiring is a major source of recruitment in India around 28% of employers prefer online hiring while 19% by internal referrals and meager 8% prefer direct walk-ins. (Statista Research Department, ‘Preference of sourcing channels in hiring 2019’, https://www.statista.com/statistics/1043346/india-hiring-source-channels-preference/, 26 Jan. 2020). Websites like Glassdoor, Monster.com, and Naukri.com has changed the way of recruiting or hiring workforce.


While Freelancer.com, up work, and Toptal have changed the contractor service available round the world.

The inclusion of digitalization has empowered employees and made the job market more transparent. With this transparency, employees know their value and therefore they stuck with companies who can understand their values and can make justice with their talent therefore most of the companies suffer foot loss. While most of the employees are also figuring out the present employer’s strength. Employees can also check work culture, values job satisfaction and lifestyle by the present employee through Glassdoor. This forces the organization to manage their workforce effectively and engaging them with productive jobs. Companies who are not able to live up to that reputation will end up losing side in this digital era where talent is open to explore the platforms to work for them.

Digitalization has empowered organizations with tools that can help companies not only in recruiting workforce but to manage, retain and develop them. These digitalization tools or portals can integrate the whole process of recruitment, selection and job profile description of these employees it can develop a pool of employees who can work as a resource at the critical time. The advantage of these tools is that it deploys the right man for the right job and analysis of talent gap at the time of hiring which can be filled with

Figure 1: Digital Hiring Platform Helps an Organization to Decrease their Cost and Adding up Profit

Source: Bureau of Labor statistics; Company and Annual Report; Mckinsey.

Workforce Management in Digital Transformation Age | 41

the right sets of training. This training process will further develop future managers and leaders for the organization.

In brief, online job portals utilize big data analytics and IT-enabled services occupying a vital place. The organization can also utilize the digital innovation tool to some of the most critical challenges they are facing, matching demand and supply of workforce, developing the productivity of their talent and training people to deliver the best they can do. According to McKinsey Global Institute Research, the organization that are using digital tools for deploying a workforce can increase output by 9% and can decrease cost by 7%.

Until now, we have discussed the benefits of digital portals for developing the workforce by external sources such as Monster.com, Linked In. It is suggestive that if companies would like to reap the full benefit of digitalization, they have to develop internal sources as well. These internal sources will be drafted according to the organization’s needs for their unique demands. This paper will further focus on these new internal oriented tools for digital empowerment.

BALANCING DEMAND AND SUPPLY IN DIGITALIZATION ERA

The challenging task is to retain the best talent in your organization since the organization would like to hire the talent and the workforce knows its value. Competitors and recruiters can easily find them and tap the workforce. Digitalization has empowered competitors to woo the right kind of candidate and get them into their organization, has also helped employees to match up the organization according to their needs, and can announce their availability and their demand as well. Therefore, these digital tools help employers to manage their workforce, to analyze their strength and deploy them projects as per their strengths, in short, it can meaningfully engage their employee in a better way and therefore ends up as a differentiated employer. This will bring challenges for companies from external sources and their employees as well. The companies that have been depending on internal sources for hiring will be under severe pressure.

For recruitment, companies still use age-old techniques and data, which do not correlate with employee’s talent or the area where workforce talent will be empowered. Still, organizations focus on the marks past academic records such as their X, XII or graduation, which are not an exact parameter to analyze a person’s performance. However, Job performance is not related to academic performance. On accessing thousands of CVs of IT system managers organizations have not found any significant correlation between academic performance and performance. (W.H. NG. Thomas, Feldman C. Daniel, “How broadly does education contribute to job performance’


https://homepages.se.edu/cvonbergen/files/2013/01/How-Broadly-Does-Education-Contribute-to-Job-Performance.pdf, 26 Feb 2020). With the help of digital tools now, companies access the candidate who has skills to enter into the required domain of work irrespective of his academic performance. Only performance matters and with the right sets of training this capability of employees can be harnessed effectively.

Digital tools can be handy for hiring candidates who are even not actively jobs. Companies can go for an online talent hub conducted by various online portals. One of them is GitHub, the world’s leading software development platform as claimed by the organization. GitHub organizes various competitions for the open-source coding program and this has access to a workforce that did not have any formal training in the requisite area. The organization can host quiz or competitions with some winning amount and can explore the talent available without any formal training. It is not only GitHub is doing so various other websites are doing such acts. HireIQ, HackerRank, Codility, and True Talent are few of the other website, which is doing the same job and helping firms to rise above the subjective and biased selection towards more result-oriented hiring. In the same series, various online test series and games also prove to be handy while checking out the mental strength of the candidate. Good&Co sets an example by using the online psychometric testing tool to check the right match of employees in the culture of the company and what will be the right area where the employee can deliver. It is also available at LinkedIn and various other companies are investing in this idea. The benefit of this online psychometric testing is that it is available for several companies who wish to hire talent based on psychometric testing. This right set of people will be better suited for companies that will decrease the attrition rate and will increase productivity by 3% to 4%. (Muralidharan Nishant, “Applications of psychometric tests in an organization”, https://blog.mettl.com/talent-hub/applications-of-psychometric-assessment-tests, 26 Jan 2020) So digital tools are not only been employed for recruitment or selection of employees rather it can be used in developing a pool of diverse qualities set of employees. Therefore, it is about not only present situations and working with right employees with current assignments but the organizations can specifically select various other assignments with a pool, which can satisfy their future demand as well .

STRATEGIES TO MAXIMISE WORKFORCE PERFORMANCES

Digitalization has helped companies to hire employees and to organize them as well. We worked on increasing productivity as well and framed strategies that boosted their performance. Efficiency has increased. Workers are more


engaged now following digital programs. Now digital tools are enhancing the workforce and as their career moves, they are enhancing their skills as well.

INDUCTION AND TRAINING

Few online hiring, websites are tailor-made to on boarding process more systematic, learned and quick process. Two of the websites Apical & Learn up uses a digital training system to expose these employees to digital awareness with the help of games and digital programs. These two companies are focused on making the induction system more learned and quicker. This type of program has even helped Google to increase its productivity of new hiring by 15%. (DeRose Chris, “How Google uses data to build a better worker, “Atlantic, October 7, 2013, the atlantic.com)

Technology growth is very rapid in today’s era therefore a single training is not enough for employees. Knowledge-intensive companies require a training mechanism that works on Virtual learning support with constant support added to the system, with the result-oriented system. Training platform such as Litmos & Mind flash does the same job by offering online program sessions for training without involving human support.

Increasing Employee EngagementEmployees expect satisfaction from the job. This satisfaction comes from the support of the mentorship system, guidance, and engagement. The organization needs a system that can identify the employees who lack in getting this system and therefore, as a result, they leave the organization. The employee needs engagement towards work and therefore their productivity will go up eliminating turnover ratios. Bank of America uses Humanyze’s sociometric badges ID cards with embedded sensors that monitor interpersonal interactions. This has helped call centres to improve their employee engagement, which has otherwise dropped to a low level and hence had affected productivity. Another company which has used digital techniques to increase productivity is Wells Fargo which has developed a predictive model well integrated with analytics from Kiran Analytics to develop a model where they have analyzed characteristics of high performance delivering employee and they matched these qualities with a new employee, therefore, selecting employee whose performance fit in their raising the productivity by 15%. (Kuehner-Hebert Katie, “Predictive analytics for hiring,” BAI Banking Strategies, September 6, 2013, bai.org.)

Providing Strength to Creativity and LeadershipOnline The Human Resource platform has helped the organization to develop futuristic leaders for them. A leading name in creativity 3M has developed


an Integrated Workforce Planning System, which works on internal mobility of employees and therefore increased their productivity by 4%. Google has also developed a system that has resulted also in increased productivity. Google has developed a people analytics system that works on tactical and aspiration questions of employees and therefore works as a solution provider for engineers on how to tap their creativity. This system helps to inform people about their creativity level and where they are weak in performance and therefore works on productivity. (Laszlo Bock, Work Rules! Insights from Inside Google That Will Transform How You Live and Lead, New York: Twelve, 2015.)

CONCLUSION

Digital hiring platforms have been a revolution in offering solutions to organizations when it comes to the hiring workforce. Many reputed organizations are using digital platforms and tools to manage their workforce, 3M, Google, Bank of America and innumerable organizations are using digital tools for not only recruitment but also in the engagement of employees. These platforms also work on the productivity of employees. We studied earlier that companies have realized their profit by 275 basis points by utilizing the digital platform to maintain their workforce. Not all the benefits will be available to all organizations. The results are based on workforce skills and fixed operating cycle. The biggest winners will have a large share of highly skilled workers and a frequently shifting mix of project teams. However, even companies with mostly low-skilled workers will benefit, since digital platforms improve the assessment, deployment, and performance of candidates and reduce attrition and the need for costly recruiting.

REFERENCES

1. Capgemini Consulting (2013). The Digital Talent Gap Developing Skills for Today’s Digital Organizations. Retrieved from https://www.capgemini.com/resource-fileaccess/resource/pdf/the_digital_talent_gap27-09_0.pdf

2. Clement. J., ‘Countries with most LinkedIn users 2019’, https://www.statista.com/statistics/272783/linkedins-membership-worldwide-by-country/, 26 Jan. 2020.

3. DeRose Chris, “How Google uses data to build a better worker”, Atlantic, October 7, 2013, the atlantic.com

4. Kuehner-Hebert Katie, “Predictive analytics for hiring,” BAI Banking Strategies, September 6, 2013, bai.org.).

5. Laszlo Bock, Work Rules! Insights from Inside Google that will Transform How You Live and Lead, New York: Twelve, 2015.

6. Muralidharan Nishant, “Applications of psychometric tests in an organization”, https://blog.mettl.com/talent-hub/applications-of-psychometric-assessment-tests, 26 Jan 2020.


7. Statista Research Department, ‘Preference of sourcing channels in hiring 2019’, https://www.statista.com/statistics/1043346/india-hiring-source-channels-preference/, 26 Jan. 2020.

8. The Economist Intelligent Unit (2016). The quest for digital skills: A multi-industry executive survey. Retrieved from https://www.eiuperspectives.economist.com/sites/default/files/Questfordi gitaltalent_0.pdf. on 29 Jan 2020.

9. W.H. NG. Thomas, Feldman C. Daniel, “How broadly does education contribute to job performance’. https://homepages.se.edu/cvonbergen/files/2013/01/How-Broadly-Does-Education-Contribute-to-Job-Performance.pdf, 26 Feb 2020.

Role of Artificial Intelligence in Human ResourceAmit Kumar Chauhan and Nancy Jain

Student, IMS Ghaziabad University Courses Campus

ABSTRACT

Artificial Intelligence is rapidly revolutionizing so many industries at such an alarming rate that one such advanced AI robot, Sophia, joined the panel and was pitched questions during the United Nation’s convention on sustainable development. Artificial intelligence is producing multiple solutions for hiring managers including basic recruiting tools, intermediate applications, and advanced AI solutions. Together or independently, these tools are creating a more effective way for human resources to predict a candidate’s future success with their company. Artificial intelligence (AI) is transforming the human resources field altogether. The current study would throw some light on artificial intelligence breakthroughs and implications with respect to HR.

Keywords: Artificial, Intelligence, Human, Resources, Functions, Implications

INTRODUCTION

In computer science, artificial intelligence (AI), sometimes-called machine intelligence, is intelligence demonstrated by machines, in contrast to the natural intelligence displayed by humans and other animals. Computer science defines AI research as the study of “intelligent agents”: any device that perceives its environment and takes actions that maximize its chance of successfully achieving its goals. AI as “a system’s ability to correctly interpret external data, to learn from such data, and to use those learning to achieve specific goals and tasks through flexible adaptation”. Colloquially, the term “artificial intelligence” is applied when a machine mimics “cognitive” functions that humans associate with other human minds, such as “learning” and “problem-solving”.

AI and automation might replace roles, it’s easy to forget that these very same technologies have a huge role to play in finding, securing and retaining employees”. “In this era of constant change and digital skills shortages, finding the right talent is more challenging than ever. By using AI and automation, businesses can identify a diverse range of top candidates quickly and easily, and at a pace that keeps stride with the frenzied speed of modern business.”

Basic artificial intelligence programs that can help recruiters with the sourcing and screening processes include screening chat bots and automated social media scraping tools. These tools are designed to provide weak or average indicators about an applicant’s likelihood of success with the

Role of Artificial Intelligence in Human Resource | 47

company. Mya, an AI recruiting assistant created by FirstJob, is one such chatbot that interacts with applicants to verify they meet job requirements, answer questions and keep them informed on their application’s status, according to the Society for Human Resource Management. This bot provides 24/7 support through chat, text message, Skype or e-mail, and will contact a human when it cannot complete a task. Social media scraping tools are another type of artificial intelligence recruiting tool. These bots can collect vast amounts of data through an applicant’s social media profiles and use this data to predict certain behaviours like future engagement levels. Intermediate artificial intelligence applications that are used in the hiring process include things like tests, gamification or simulations that collect data from the applicant directly. Unilever is one company that has utilized an effective artificial intelligence screening process designed with the help of their partners Pymetrics. Hiring strategy requires applicants to spend around twenty minutes playing some neuroscience-based Pymetrics games. These scientific games sneakily measure a candidate’s qualities like memory, relationship to risk, ability to read contextual cues and ability to focus. These intermediate AI applications usually give hiring managers a good indication of whether a candidate is a good fit for the position or not, but these predictors usually do not focus on specific job metrics. Advanced artificial intelligence solutions, however, utilize custom algorithms that are created specifically to link unique job performance measures to potential candidates that best exhibit these qualities. HireVue is a company that focuses on developing these advanced AI human resource solutions. Currently, their most successful program involves a video interview that develops questions “specifically designed to elicit responses predictive of job success and find the right behaviors.” The HireVue artificial intelligence program analyzes each applicant’s answers, body language, tone, emotional state, and keywords. Affectiva has also recently produced emotion recognition software that helps judge a candidate’s honesty and emotional intelligence. These types of AI software programs are so incredibly advanced that they can literally “detect the flash of contempt that passes over an applicant’s face when he discusses his ex-boss,”

LITERATURE REVIEW

Kapoor (2010). The researcher has examined the role of business intelligence and its use for human resource management. In this research article, a researcher investigated the leading business intelligence vendor to look into the business intelligence and data analytics features incorporated in human resource management modules.


Jain (2018). The research paper identified the role of artificial intelligence in human resource management. The researcher has quoted that most of the companies have been adopting modern technology in various HR processes like recruitment process, performance appraisal process, and cloud-based HR systems.

Dirican (2015). A researcher in his research paper, title “The Impact of Robotics, Artificial Intelligence on Business and Economics” has studied that use of Robotics and Artificial intelligence in business may have a negative impact on the overall functions of an organization like production, performance management, sale, strategic planning, customer relationship management, banking system, coaching, training, taxes, etc.

Buzko et al. (2016). In the paper title, Artificial Intelligence technologies in human resource development. The researchers ponder on hurdles of AI technologies in the human resource area where authors noted that AI was not able to identify the effectiveness of training costs. In the research, paper authors noted that artificial intelligence technologies facilitate the prompt analysis of data by a human.

RESEARCH OBJECTIVES

1. To study the concept of Artificial Intelligence. 2. To study the role of artificial intelligence in Human Resource

Management.3. To study the benefits of artificial intelligence in human resource

management. 4. To study the challenges of artificial intelligence in the human resource

department.


The research study is using the descriptive research design. In the research study, the researcher has used secondary data. The secondary data has been collected from research papers, published materials, online websites, HR blogs, and survey reports published by various research organizations.

ROLE OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE

Recruitment (Talent Acquisition)

One of the biggest benefits that AI offers hiring managers is the ability to identify suitable candidates.

AI can work as if a charm in the first stage of the recruitment process because it can perform a preliminary analysis of a candidate’s résumé to crosscheck his/her declared skills against the skills of successful employees


with the same job title. For example, a chatbot can ask all kinds of basic, routine questions about age, location, experience, education, etc., while letting the HR professionals do more detailed candidate screening.

This greatly speeds up the recruitment process—when there are hundreds of applicants for a single opening, sifting through all the submitted résumé can be very time-consuming. AI, on the other hand, can do it in a fraction of the time it would take humans.

Naturally, this is not a solution for every company—in some positions, a candidate’s inherent flexibility and creativity are worth more than experience and skills, and that is something that AI still has trouble gauging.

AI helps eliminate human bias—the algorithm looks only at the relevant elements included in the résumé: skills and experience. Removing human bias from the recruitment process encourages an inclusive workplace.

With a rich database of past applicants, hiring managers can use AI to look for applicable candidates for new job openings. Candidate filtering and tracking additionally streamline and speed up recruitment.

A study found that companies using AI-augmented software increased their effectiveness in making a competitive advantage of the talent acquisition process by 16%. Using AI to sift through résumés also increased efficiency in reducing applicant-screening times.

Automation of Administrative Tasks

Automation of standard HR processes and low-value tasks is another key area where AI-based software has the potential to improve HR operations. For example, pre-screening questions or interview scheduling can be easily delegated to AI to speed up the recruitment process. Allocating office space or providing the right equipment, too, are tasks that do not have to be performed manually by HR staff but can be taken over by an appropriate application.

An Eightfold study found that HR personnel using AI software performed administrative tasks with 19% more effectiveness, compared to HR departments where no form of AI was implemented.

Smart chat bots that give employees instant access to loads of company-related information are another way in which AI can relieve HR staff workloads and provide them with knowledge and a holistic view of the organization. Employee doubts about policies and procedures can be resolved by way of simple queries with prompt answers. The same goes for the submission and processing of leave forms.

Decreasing the number of low-value tasks helps HR staff focus on strengthening workplace bonds and developing relationships that facilitate employee engagement.


Onboarding

Onboarding is a crucial part of successful employment. According to Glassdoor, a strong on boarding process at companies improves new hire retention by 82% and increases productivity by over 70%. A study by Click On boarding says that almost three-quarters of employees “are more likely to stay with a company for three years if they experienced great on boarding.”

With the use of artificial intelligence, on boarding can be customized to individual employees, their position and tasks.

AI algorithms can be used for:• briefing about the job profile, tasks, benefits • informing employees about important company contacts• setting up company systems• identifying and answering repetitive employee questions

Time-consuming document verification or device requests do not have to be manually performed by HR staff but can be assigned to an on boarding app.

Employee Training

Large datasets with information on past job profiles and skills are an excellent base for e-learning AI platforms to provide training suggestions and tailored training programs.

Company e-learning platforms can, therefore, leverage AI capabilities to improve employee job-related skills by planning, organizing, and coordinating employee training.

E-learning platforms can also create highly personalized learning pathways. By assessing employee skills and analyzing company needs, the e-learning platform can help the employee fill skill gaps, polish existing skills, or both—all at a pace and intensity that particular employee finds most comfortable and efficient.

AI also facilitates career pathing. Using an employee’s prior work experience, available career paths, and employee trends, an AI app can draw up possible career directions.

Retention

AI-based analysis of individual references and employee performance helps HR departments identify who should get a raise and who is likely to resign. IBM’s refined AI technology predicts which employees plan to quit with 95% accuracy. Knowing which workers think about leaving before they actually hand in their notice allows managers to introduce retention efforts that decrease talent attrition.


Retention-oriented AI technologies let HR teams prepare individually adapted feedback surveys, reward systems, and recognition programs that further engage employees.

BENEFITS OF ARTIFICIAL INTELLIGENCE IN HR:

• Reduce the burden on administrative staff in the company• It will help in talent acquisition and identify the right candidates for the

job • AI helps to predict the rate of employee retention at the workplace• It can overcome the limitations of human and work accordingly • The chance of error will be less• It will maintain the workflow in various departments• Through AI companies can able to get accurate results • It will increase employee engagement in the workplace• It will minimize bias behavior in decision making

CHALLENGES OF ARTIFICIAL INTELLIGENCE IN HR

Nowadays, the necessary skill set for employees is required due to the involvement of artificial intelligence into the human resource department. Most of the times it is difficult for employees to adopt and learn the AI tools and has a proficiency in the field of digital technologies (Jain S., 2017). The core part of any company is their human resource and by implementing the AI system, it may have an impact on levels of management, which will lead fearlessly in the mind of employees. Getting the right candidate to handle AI tools is one core challenge in front of the industry and it can be difficult for the HR department. One more limitation and challenge is to restrict the HR department to make decisions in day-to-day life as technology overcomes the authority and role of HR into decisions making in an organization.

FINDINGS

1. Based on research by Berison by Deloitte nearly 40% of companies are using some forms of AI in HR alone.

2. According to Personnel Today, 38% of the enterprise is always using AI in the workplace with 62% expecting to start using it as early as this year.

3. 33% of employees expect that AI will augment their jobs in the near future.

4. 36% of the HR function has started to introduced AI and 14% have invested in AI over the past two years.

5. McKinsey estimated that up to 30% of current work activities could be displaced by 2030.


6. Investment in AI is growing exponentially. Research firm IDC predicts that the market for AI will grow from $12.5 billion in 2017 to $46 billion by 2020, Impacting all the business practices across almost every industry.

7. Early adopters of AI-powered recruiting software reported that there cost per screen decrease by 75% and turnover reduced by 35%. These are good signs that indicated the positive effect of implementing AI in the recruitment process way back in 2017.

CONCLUSION

In the competitive era, there is tremendous growth for the industrial sector. Managing continuous improvement is one challenge in front of industries. To enhance the speed and for routine work most of the industries adopting modern technologies. Most of the researchers and experts also recommending industries to make use of artificial intelligence tools, digital technologies. Many companies in the field of human resource department where AI plays an integral role in recruitment, selection, hiring, analyzing performance, collecting data regarding employees, providing real-time information and providing accurate information, have used Artificial Intelligence and machine language.

REFERENCES

1. Brijesh Sivathanu and Rajasshrie Pillai (2018), Smart HR 4.0 – How industry 4.0 is disrupting HR. Retrieved from https://scholar.google.com/scholar?q= related:3uEqwTNqh,AJ:scholar.google.com/&hl=en&as_sdt=0,5#d=gs_qabs&u=%23p%3D3uEqwTNqh-AJnt [accessed on February 19, 2020]. Retrieved from, www.irjet.net [accessed on February 18, 2020].

2. Prasanna Matsa, Kusuma Gullamajji (2019), Study Impact of Artificial Intelligence on Human Resource Management.

3. Volker Jacobs (2017), Artificial Intelligence in HR. Retrieved from, https://www.myhrfuture.com/blog/2018/6/22/artificial-intelligence-in-hr-faqs-you-need-to-be-able-to-answer [accessed on February 18, 2020].

4. V. Vivek. Yawalkar (2019), A Study of Artificial Intelligence and its role in Human Resource Management. Retrieved from, www.ijrar.org [accessed on February 19, 2020].

Orbit Shift: Digitalisation of HRMansi Saxena

Assistant Professor, GNIBM College, Greater Noida

ABSTRACT

The purpose of this study is to explore the changing role of human resource management in an era of digital transformation. Technological progress is transforming how work is organized and managed. With the advent of the industry 4.0 technologies and the emergence of AI, there is a paradigm shift in how corporations are operating today. The use of automation, IT, cloud computing and Artificial Intelligence is changing the way we live, work and connect. Transformation is underpinned by a digital mind-set that is a unique interplay of technology, people and process, and technology can be used to vastly improve HR processes for employees and managers, resulting in a snowball effect of positivity and paving the way for even greater digital transformation within a business. In the present era of competition in the business, HR is becoming a very important part of the overall improvement of organizational performance. HRM is heading towards more advanced tools like AI, Automation Augmented Intelligence and Robotics in different HR processes like Talent Acquisition, Recruitment, Selection, Training, On boarding, Performance Appraisal, Retention, etc. Digitalization is equal to the productivity of a company. By promoting the transformation and digitalization of HR services, it is possible to understand how much tech can improve the workflow of the people within this sector and free up time that can be dedicated to core activities.

Keywords: Digitalisation, Digital transformation, Benefits of the cloud, Artificial intelligence

INTRODUCTION

This research report describes the changes that Digitalisation will bring in the process of HRM.

Future of HR and Digital Transformation

With the Introduction of Digital Transformation, in future, the role of HR is going to change completely, from tactical to strategic and analytical.

HR Automation is the process of enhancing HR department by freeing employees from tedious manual tasks and allowing them to focus on complex tasks like decision making and strategizing.

Role of HR in the future

In Future HR would be:


• Strategic partner• Workforce advisor• Mentor• Coach• Leader• CounselorRather than just an HR manager.

What is Digital Transformation?

Digitization, Digitalisation and Digital transformation.• Digitization is a shift from manual processes to digital processes.• Digitalization: It involves becoming a digital-led organization, an

organization that leverages digital tools for its daily operations. Digitalization involves creating a culture of using technology to run a business.

• Digital Transformation: It comprises both digitization and digitalization. It involves automating the process and creating a culture of automation.Digital Transformation is defined as the transition of a business based on

a traditionally manual process to a business that has technology as its core in all its functions: internal and external. Transformation is the outcome of digitalization, it is not the process of digitalization itself.

“When Digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a fast caterpillar”

“Transformation is underpinned by a digital mindset that is a unique interplay of technology, people, and process, and technology can also be used to vastly improve HR process for employees and managers, resulting in a snowball effect of positivity and paving the way for even greater digital transformation within a business.”

Digitalisation = ProductivityDigitalization is equal to the productivity of an organization. By

promoting the transformation and digitalization of HR services, it is possible to understand how much technology can improve the workflow of the people within the sector and free up time that can be dedicated to core activities. The Introduction of Digital elements for Recruitment, selection, on boarding, off boarding, performance reviews, employee surveys, payroll, and everything else in between makes the organization more agile. Any document can be retrieved and reviewed in a few minutes, saving a lot of time and hard work. HRM is heading towards more advanced tools like AI, Automation Augmented Intelligence, Cloud Computing and Robotics in different HR processes.

Orbit Shift: Digitalisation of HR | 55

What is Cloud Computing?

The practice of using a network of remote servers hosted on the internet to store, manage, and process data, rather than keeping files on a proprietary hard drive or local storage device, cloud-based storage makes it possible to save them to a remote database. HR managers can effectively use cloud computing for taking speedy decisions, performance monitoring, searching prospective employees, enhancing the mobility of the workforce and others.

Cloud –HRMS is integrated with sub-modules like:• Employee records• Anytime anywhere access• Fingerprint Attendance• Leave Management• Overtime and Duty Roster• Loan/Advances• Visitors records• Holiday Schedule• Task Management• Transport schedule management

What is Artificial Intelligence?

Artificial Intelligence as the ability of a computer-controlled device to perform tasks in a human-like manner. Human-like qualities include mental processes like Reasoning, meaning-making, generalization learning from experiences. Raw data received from any user is filtered by a device, made meaningful, and processed before finally becoming cooked data capable of meeting the demands of users. Many ways AI could be in HR today- Track employee engagement, Support employee development, and match employees to skills, policy tracking, skill verification, job fit, background checks, talent discovery, and employee referral network.

DIGITALISATION IN THE RECRUITMENT PROCESS

Recruitment is the first step in hiring. Having good employees is the number one goal for any employer. Organizations should go through a systematic set of questions and even skill tests to determine if candidates can fulfil the job needs. One study showed that most hiring managers decide on a candidate within the first 60 seconds of meeting a candidate, often based on the look, handshake, attire and speech. Managers and HR professionals use billions of dollars of assessment, tests, simulations and games to hire people- yet they hire 30-40% of their wrong candidates. Algorithms based on AI can weed through resumes, find good candidates, Profile high performers and even


decode video interviews and give us signals about who is likely to succeed. Industry experts believe recruitment automation will augment and enhance human recruiters’ abilities, rather than completely replace them.

Automation in recruitment is changing the recruiting process in the following ways:1. Automated Resume screening that reduces time to hire by saving recruiters

the hours spent manually reading resumes.2. Automated Interviews that improve job fit by analyzing candidates’ words,

speech patterns and facial expressions (in case of video interviews).3. Bias reduction tools.

Figure 1: Process of Screening-based on Various Work Styles


4. Applicant tracking system5. Personality insights.6. Automatic response and follow-up schedule.7. Useful feedback to the rejected candidates.

Automated hiring and recruitment tools such as Mya, Smashfly, and Breezy HR use AI to significantly reduce the time to hire and accelerate the screening process.

Implications

With the Introduction of Digitalisation in the process of recruitment, it becomes very easy for the HR manager to focus on an eligible and best-suited candidate for the right position in the organization. Nowadays companies are focusing on automated screening of resumes, applicant-tracking systems, etc, which used to do based on various tests and phases.

Let’s take an example of Reliance Ltd. for the process of screening based on various work styles as given in Fig. 1.

DIGITAL TRANSFORMATION IN THE ONBOARDING PROCESS

New employee on boarding is the process of integrating a new employee with a company and its culture, as well as getting a new hire the tools and information needed to become productive members of the team. Employee on boarding is one of the most crucial stages of settling your new employee into the company. During the on boarding process, Chatbot can answer queries from new hires through the conversational interface. A Chatbot is a piece of software that conducts a conversation via auditory or textual methods.

With the new advancement in AI and the increasing adoption of AI in the enterprise, you can now automate on boarding tasks that used to take hours. From HR heavy things (like policies, paperwork, etc.) to relationship- building things.AI can be effectively woven into an employee’s on boarding program. New employees who may want to connect with others and get more institutional information may not know where to go. An AI-powered program could provide the names, locations and contact information for people they should connect with during their first week. Employee can now get such information available at fingertips. New employees could also be advised by AI Engines to check out new-hire Web page containing useful information, including training modules and business-conduct guidelines. According to research, four major C’S makes for an exceptional on boarding experience:• Compliance: Rules and Regulation;


• Clarification: Role related expectations and responsibility;• Culture: Organization values and norms;• Connection: Relationship with existing staff, supervisors and mentors.

Implications

Traditionally, the on boarding process has involved face-to-face interactions that might take place between a manager and a newly hired employee. Digital on boarding leverages the availability of digital tools and technology to make the on boarding process as cost-effective and efficient as possible. With digitalization new hires can access information and get answers to questions on a 24/7 basis.

Let’s take an example of Apical, an on boarding App.

Figure 2: Apical, an on boarding App


DIGITAL TRANSFORMATION IN PERFORMANCE APPRAISAL SYSTEM

A Performance Appraisal is a systematic and continuous review of an employee’s job performance and overall contribution to a company. Also known as an “Annual review”, Employee appraisal” or Performance review”.

Traditionally, various methods for Performance Appraisal were used- Ranking Method; Paired comparison; Grading method; Forced distribution method; Check-list method; Essay method; Confidential report, etc. All these methods were time-consuming and Tedious. With Automated Performance Appraisal System, it becomes very easy to evaluate the performance of an employee ethically and impartially.

Human-powered performance appraisal systems suffer from subjectivity and biases (like Race and gender, Contrast biasness, Recency biases, Favouritism, Relation with Evaluator, etc.). Automating the process with responsibility can ensure that the system becomes more transparent. Employee performance is an essential factor in an organization’s ability to meet its objectives. 90% of appraisals are painful and do not work as per expectations and do not yield the desired employee behavioural changes.

A transparent and effective appraisal process improves the employee-manager relationship, foster communication and boosts company culture. It makes an organization a great place to work. Having an automated and well-structured performance appraisal system makes it easier for managers to• Provide frequent feedback.• Track Employee goal achievements and progress.• Identify training needs for each employee.• Identify top and low performers.• To be able to contribute to the company’s productivity.

Implications

Digitalisation makes it easy to manage the performance continuously. It reduces the paperwork and increases the accuracy of the appraisal. It increases the efficiency of employees and employees can get comments on their work and improve on their own. Digitalization lessens the administrative burdens of traditional performance system; the time saved can be invested into bettering the employee development and succession planning.

Nowadays companies are using much software for Performance appraisal of an employee. These are: Bamboo HR; Biz Merlin; Assess Team; Impraise; Gtmhub; Cake HR; Paylocity; Zoho people; Oracle Taleo cloud service; Relias, etc.


LITERATURE REVIEW

Digitalization can change the work culture of the organization, directly and indirectly, it has a major role in the HR manager’s life in multiple ways. Digitalization has made a revolutionary change in HR activities, it reduced the burden of the HR department largely and provided with a much more enriched and well-organized working approaches. The study also outlined the most substantial and positive effects of various digitalized activities like e-communication, self-appraisal, e training, digitalized on boarding systems on employee satisfaction and their implications. Digitalization helps managers to focus on the factors, which have more influence on employee satisfaction.


Collected data from both the sources-Primary and Secondary.

Primary Data

1. Jyotsna Saxena, Deputy General Manager-Human Resource, DB Schenker, Gurgoan;

2. Garima Srivastava, Human Resource Officer, Bank of India, Agra;3. Neville kujur, Head-Human Resource, Wildcraft, Bangalore;

Figure 3


4. Ravi verma, Manager resourcing, Pyramid-IT Consulting pvt Ltd, Noida;5. Aditi Dogra, Research Scholar, Gautam Buddha University, Greater

Noida

Secondary Data

Internet, Journals, Newspapers, Books.

FINDINGS

Findings of my research include- Manpower cost reduction, Paperless work, No duplicacy, Real-time information, Enhancement in employee satisfaction, Self HR handles, Reduction in labor gaps.

LIMITATIONS OF THE STUDY

The automated system relies on different types of information like performance scores, talents and skills. However, this automation removes the human factor from the assessment; it fails to capture the tendency of an employee treating customers in disapproving ways.

CONCLUSION

The basic idea behind the concept of digitalized Human Resource Management is to make the Human Resource department and its activities more dynamic, simple and faster. The transformation of traditional HR to strategic HR made the HR department more competitive. Compare to traditional human resource practices, digitalized human resource management can do their work on time because of digital aids, activities can do without any delay. So it can be concluded that Life can only be understood backward; but it must be lived forwards,

and the future of HR lies in Digitalisation.

REFERENCES

1. Ustundag, A., & Cevikcan, E. (2017). Industry 4.0: Managing the digital transformation. Springer.

2. Reis, J., Amorim, M., Melão, N., & Matos, P. (2018, March). Digital transformation: a literature review and guidelines for future research. In World conference on information systems and technologies (pp. 411-421). Springer, Cham.

3. Kane, G.C., Palmer, D., Phillips, A.N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review and Deloitte University Press, 14(1-25).

4. Henriette, E., Feki, M., & Boughzala, I. (2016, September). Digital Transformation Challenges. In MCIS (p. 33).


5. Boella, M.J., & Goss-Turner, S. (2019). Human resource management in the hospitality industry: A guide to best practice. Routledge.

6. Rogers, D.L. (2016). The digital transformation playbook: Rethink your business for the digital age. Columbia University Press.

7. Hess, T., Matt, C., Benlian, A., & Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2).

8. Osmundsen, K., Iden, J., & Bygstad, B. (2018, September). Digital Transformation: Drivers, Success Factors, and Implications. In MCIS (p. 37).

Inclusive LeadershipShashank Shekhar

Student, Institute of Management Studies Ghaziabad, University Courses Campus

ABSTRACT

Leadership is one of the traits of a person, which helps him to lead a particular group of people or organizations. As (Ref. Warren Bennis and Burt Nanus (1985) noted, in the great man theory of leadership “leadership skills were once thought to be a matter of birth. Leaders were born, not made, summoned to their calling through some unfathomable process.” Burns observed the demise of this archaic theory. Generally, leadership is one of the most important traits of a manager, which helps him to give direction to a particular group of people and supervise them at every point of time. (Ref. John Gardner (1990) observed that organizations, particularly large ones, “cannot function effectively unless leaders are dispersed throughout all segments and down through all levels.” Therefore, inclusive leaders attempt to disseminate influence throughout the organization rather than hoard it. A good manager is always a good Leader because he knows how to direct people to work according to his choice. Ref. Gregory Stone, Robert F. Russell, and Kathleen Patterson (2004) noted that transformational leadership has become a very popular concept in recent years. Similarly, the concept of servant leadership has received substantial attention in the contemporary leadership field. Patterson posited further “transformational leadership theory has been the theory of choice for the past several decades and is sometimes considered the dominant theory.” Leadership always comes with an “AUTHORITY”. Authority is the power to give orders to people and make them work according to your choice. Ref. Jeanine L. Parolini (2007) affirmed that servant leadership and transformational leadership “are people-oriented styles,” though the focus differs from the individual to the corporate). A good leader must be able to enforce obedience. When we talk about good leaders we always come up with a great name of, ‘ADOLF HITLER’. He was a great leader because of two reasons, 1) He always work according to a plan and make his men work according to his own plan 2) He was having excellent communication skills and great listening power. There are several other qualities of a leader that differentiates him from others.

Keywords: Leadership, Transformation

INTRODUCTION

Today’s scenario has been changed. This does not mean we do not require leaders but we require ‘New Leaders with New Mindset’. The organization running successfully in today’s world is more focusing on a new form of leadership pattern, i.e. Inclusive Leadership.

The concept of INCLUSIVE LEADERSHIP was originally proposed in the management field by Nembhard and Edmondson in the year 2006 which


was defined as the, “words and deeds by a leader or leaders that indicate an invitation and appreciation for others’ contributions.” (Ref. Nembhard IM, Edmonson AC). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. (J Organ Behav. 2006; 27(7): 941-966.) [Google Scholar].

Nembhard and Edmonson mainly focused on considering and giving importance to people and their contribution to the successful completion of the work. The people make leaders and they work for the people so a leader must always give importance to the contribution of the work by his members. This motivates them and encourages them to perform better in their next attempt.

LITERATURE REVIEW

Hsiung, 2012 Team members’ constructive behaviours, such as employee voice, can improve organizational performance because, as a prosocial role behaviour, the voice of the team member can shape a team-based work context, establish a relationship between the team members, and thus benefit performance.

In this study, we followed Shin, Yuan, and Zhou’s (2017) research, “draw from the Literature Review about innovative behaviour in general, including the Literature Review on creativity”, to develop our theoretical model. For decades, several types of leadership have been demonstrated to influence employee innovative behaviour in organizations. Amabile et al. (1996) proposed that freedom, supervisory encouragement, and organizational support were closely related to innovation.

Randel et al. (2018) stated that the inclusive leadership might facilitate organization employees perceiving belongingness (by supporting team members, ensuring justice and equity, and sharing decision-making) in the organization while maintaining their uniqueness (by encouraging diverse contributions and helping team members fully contribute) within the organization as they fully contribute to the organization processes and outcomes of innovation (i.e. creativity). Jaussi K.S., Dionne S.D. (2003) Inclusive leaders could serve as role models for innovative behaviors.

Carmeli et al. (2010) argued that inclusive leadership demonstrated a specific relationship exhibited through openness and harmony in communication, accessibility, and offering. Hirak et al. (2012) concluded that leadership inclusiveness implies acceptance of new information, listening to a new voice, and receiving a new challenge. These studies agree that inclusive leadership can shape the comprehensive work circumstance, overcome barriers between members with different backgrounds, and improve work

Inclusive Leadership | 65

coordination and other team performances (Wasserman et al., 2008; Shore et al., 2011; Mor Barak, 2013).

Conger and Kanungo (1998) considered inclusion as a process of improving the internal perception of organization employees and as a concept related to intrinsic motivation. Mitchell R, Boyle B, Parker V, Giles M, Chiang V, Joyce P. (2015). “Leader inclusiveness is directed toward encouraging and valuing the different viewpoints of diverse members within team interactions”.

Dionne et al. (2004) asserted that transformational leadership could improve team performance by improving individual performance as well as the teamwork process. In addition to effective leadership, building a positive social environment in the context of teamwork is likewise necessary; this method might be the most important mediating mechanism to team output (Gladstein, 1984, Ancona and Caldwell, 1992, Anderson and West, 1998).

Inclusive leaders are generally people-oriented and good listeners, which mean they give primary importance to people and listen to them so that they could understand their mindset and make plans accordingly. This increases the chances of successful completion of work with lesser time. Inclusive leaders are good listeners who can tap into the talents and motivation of their teams. They always know about every team member and know about their strengths and weaknesses. This helps them to divide their attention and focus on all the group members. When the leader knows about the weak points of his members than he is easily able to work upon them so that they could improve. He always knows the strengths of his members so that they could be easily polished and converted into a great personality.

Hollander defined an inclusive leader as a win-win situation with a common goal and vision of interdependent relationships in the year 2009. (Hollander EP. Inclusive Leadership: The essential leader-follower relationship. New York, America: Taylor Francis Group; 2009.)

According to Hollander, “Being an Inclusive leader is not at all a risky situation either it’s a win-win situation where the Leader always gets benefits from both ends. The leader with his team has a common goal where all of them have a clear common vision to achieve a particular goal and leader just has to make a connection of all viewpoints so that it could yield a common result.”

Psychologist Edwin Hollander writes, ‘Inclusive leadership is like a relationship which we maintain with other people that could help us as a leader, to accomplish things for our mutual benefits.’ According to him, Leadership is a relationship that a leader maintains with his team or task force, which helps him, accomplish things from others, which are performed for the mutual benefits.


John C. Maxwell said, “A Leader is one who knows the way where he is going, he always follows that way and also guide others by showing them the actual way.” Leaders always know the framework before doing any work and know the perfect path to be taken so that work could be accomplished. He always selects a better path to be taken for completion of the task in lesser time and also motivates other team members to follow a particular direction as well as helps them when they get into a troublesome situation.

OBJECTIVES OF THE RESEARCH

The various objectives of our research are:1. The dynamic requirements of modern organizations from an Inclusive

Leader2. Impact of adopting Inclusive Leadership pattern in modern organizations

METHODOLOGY

The research was conducted by us mainly focused on the perception and viewpoints of two types of research audience:1. The people working at authoritative posts of the organizations generally

Head HR and Deputy Manager HR. They were interviewed personally/phone as per their availability

2. The perception of people or the employees working under the Head HR and Deputy Manager HR. They were surveyed through a questionnaire prepared based on the Literature Review survey.The survey was followed by a series of short interviews and discussions

with the people both working as a Head as well as the people working under them in the organization under HR profiles.

It should be noted that personal viewpoints and perceptions of various people are taken into consideration while conducting these surveys so it may or may not be influenced by various external as well as internal factors.

The Problems Faced and the Impact of Solving those Problems in Adopting Inclusive Leadership Style

The various types of problems faced and the impact of those problems in adopting an Inclusive Leadership pattern in modern organizations are:1. Wide Diversity of people and their mindset: This was the common

problem encountered while doing a study that there were a variety of people with diverse thinking which posed a problem in the study.

The impact of solving this problem was that we were able to identify various types of people with different mindsets working in organizations.


It also helped us to filter the common viewpoints of the head HR of our respondent firms.

2. Unclear concept: Another problem we encountered was that many people even the person sitting on the head position was unclear about this new concept of ‘Inclusive Leadership’. They were still following the traditional form of leadership pattern and were unaware of this new concept.

In the form of providing a solution, we tried to explain this new concept of Inclusive Leadership and made them aware of the various aspects of this new form of leadership, which resulted in the change of mindset of the top officials, and many proposed a want to follow this new type of leadership pattern.

KEY FINDINGS

• The majority of the responses indicate that the concept of Inclusive Leadership is very new in the market and it has only grabbed the attention of a very less amount of population. Many people do not know about this latest Leadership pattern and the one who knows does not have a full or clear knowledge of the concept.

• Inclusive Leadership pattern is positively clicking the minds of young leaders and managers in the organization and within a few years, it will be followed in almost every big organization.

• The results of the interviews marked the great scope of this new pattern of Leadership style but the companies need to train their employees about this new concept.

• Inclusive Leadership pattern is followed in the various organization but they are lacking awareness of the base of the concept and are not able to judge the basic grounds of this concept.

CONCLUSION

The study based on the concept of Inclusive Leadership considered various viewpoints of Leaders working on the top positions and the employees working under them who are also leading some small task force under them.

The study was based on the perceptions of various HR Managers and Deputy Managers of HR so it may not perfectly fit on the grounds of every person’s mentality because every person’s viewpoint differs from each other but the average responses were only taken into consideration after filtering the invalid and extra knowledge collected while research.

There is a wide scope of research on this Leadership pattern and many more researchers can come up with great and new ideas as the environment is


dynamic and we daily come across new concepts and ideas, which need to be tackled, by various HR Managers and their employees. The present research has not taken into consideration the changes which might take place in the future and which can result in adding some new various concepts or some current concepts being obsolete.

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Emotional Intelligence as a Forecaster of the Job: Satisfaction in Higher Education Teachers of

Greater NoidaMonika Mahlawat, Ujjawal Pandey and Suryansh

Galgotias College of Engineering, Greater Noida

ABSTRACT

This study aims at determining and establishing a relationship between strategic emotional intelligence and job satisfaction among teachers working in higher educational institutes in Greater Noida. Data for the study has been collected from 200 respondents through the questionnaire. The emphasis will be on the distribution of respondents in terms of items in emotional intelligence and items in job satisfaction. This involves the explanation about the socioeconomic status of the respondents, the three types of emotional intelligence and job satisfaction. We also discuss the definition and the importance of emotional intelligence and job satisfaction in an organization. It has been found that lack of job satisfaction leads to lower productivity, higher absenteeism, poor judgment, defensive behaviour, hostility, reduction in creativity, and job turnover. This study analyses the relationship between emotional intelligence (EI) which consists of four dimensions: self-regulation, self-awareness, self-motivation and social skill (relationship management) and job performance.

Keyboard: Emotional intelligence, Competencies, Structural Equation Modelling, Teaching effectiveness, Emotional Quotient.

INTRODUCTION

Meaning of Emotion

Etymologically, the word emotion is derived from the Latin word ‘emovere’, which means ‘to stir up’ or ‘to exite’. Thus, emotions can be understood as on the agitated or excited state of our mind and body. Wood’s worth (1945) says emotion is a ‘moved ‘of ‘stirred-up’ state of an organism. It is a disturbing muscular and glandular activity that is the way it appears to an external observer. Mc Dougall (1949) describes emotion as an affective experience that one undergoes during an instinctive excitement. Thus, emotion is some sort of feeling or affective experience, which is characterized by some physiological changes that generally lead them to perform some or the other types of behavioral acts.

Emotional Intelligence as a Forecaster of the Job | 71

Meaning of Intelligence

According to David Wechsler (1944), Intelligence is the aggregate or global capacity of an individual to act purposefully, to think rationally and to deal effectively with his environment. According to Wood worth and Marquis (1948), Intelligence means intellect put to use. It is the use of intellectual abilities for handling a situation or accomplishing any task. We can access a student’s intelligence in proportion to his ability to use his mental energy to handle his problems and leading a happy and well-contented life.

Definition of Emotional Intelligence

Emotional intelligence (EI) refers to the ability to recognize and regulate emotions in ourselves and others (Goleman, 2001). Salovey and Mayer (1990) defined emotional intelligence as a form of intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. It is the ability to perceive emotions, integrate emotions, to facilitate thoughts, understand emotions, and to regulate emotions to promote personal growth. Bar-On (1997), defined emotional intelligence as being concerned with understanding oneself and others, relating to students, and adapting to and coping with the immediate surroundings to be more successful in dealing with environmental demands. According to John D. Mayer and Peter Salovery (1995) Emotional intelligence may be defined as the capacity to reason with emotion in four areas: to perceive emotion, to integrate it in thought, to understand it and to manage it. According to Yetta Lautenschlanger (1997), to be emotionally intelligent, I submit that you must become proficient in the Four Areas of emotional intelligence, i.e. Awareness, Acceptance, Attitude, and Action. Awareness means knowing what you are feeling that emotions are biological processes taking place in the body and the brain and that is not always rational. Attitudes are beliefs that are attached to emotion. Unless the attitude is challenged, the emotion will continue to be felt in the same direction. Action is the behaviour you take based on emotion and attitude.

DOMAINS OF EMOTIONAL INTELLIGENCE

Goleman devotes two-thirds of the book to lay out in detail 25 competencies, grouped into five domains, the first three reflecting how we manage ourselves and the last two how we handle our relationship with others. These domains are:


1. Self-Awareness: An ability to notice what you are feeling in the moment and to tap into your intuitive self as you deal with the daily decisions and challenges of organizational life.

2. Self-Regulation: Managing your deeper emotions and impulses appropriate, rather than self-indulgently. This domain is also about choosing to be trustworthy and allowing space in your world for ambiguity and the ideas of others.

3. Motivation: A combination of an internally generated drive to achieve, an emotional commitment to goals, a willingness to mobilize yourself and others to action placing an optimistic “spin” on challenges.

4. Empathy: This is an absolute key to establishing working relationships that build on the first two domains. Empathy means having a genuine interest in, and sensitivity to, the perspectives, concerns and needs of others.

5. Social Skills: Influencing others deals with the emotional state of mind. With individuals, you build rapport, communicate, resolve a disagreement, and inspire them towards your vision and ideas. Emotional intelligence (EI) has been found to play an important role in the mental health of individuals.

LITERATURE REVIEW

Emotional intelligence is the capacity to understand and manage your emotions. The skills involved in emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. Recently, it has become a bit of a buzzword in human resources departments across the globe but researchers are saying that it is time emotional intelligence is taken seriously. Embracing the nuances of human emotion in the workplace can have pragmatic benefits, such as better collaboration among employees and a happier workplace.

Model of Emotional Intelligence

The ability-based model views emotions as useful sources of information that help one to make sense of and navigate the social environment. The model proposes that individuals vary in their ability to process information of an emotional nature and in their ability to relate emotional processing to a wider cognition. This ability is seen to manifest itself in certain adaptive behaviors. The model claims that EI includes four types of abilities: • Perceiving emotions – the ability to detect and decipher emotions in

faces, pictures, voices, and cultural artifacts—including the ability to identify one’s own emotions. Perceiving emotions represents a basic


aspect of emotional intelligence, as it makes all other processing of emotional information possible.

• Using emotions – the ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. The emotionally intelligent person can capitalize fully upon his or her changing moods to best fit the task.

• Understanding emotions – the ability to comprehend emotional language and to appreciate complicated relationships among emotions. For example, understanding emotions encompass the ability to be sensitive to slight variations between emotions, and the ability to recognize and describe how emotions evolve.

• Managing emotions – the ability to regulate emotions in both ourselves and in others. Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals.

The Trait Model

Trait EI is “a constellation of emotional self-perceptions located at the lower levels of personality.”Inlay terms, trait EI refers to an individual’s self-perceptions of their emotional abilities. This definition of EI encompasses behavioral dispositions and self-perceived abilities and is measured by self-report, as opposed to the ability-based model, which refers to actual abilities, which have proven highly resistant to scientific measurement.

The Mixed Model

The model introduced by Daniel Goleman focuses on EI as a wide array of competencies and skills that drive leadership performance. Goleman’s model outlines five main EI constructs (for more details see “What Makes a Leader” by Daniel Goleman, best of Harvard Business Review 1998): 1. Self-awareness – the ability to know one’s emotions, strengths,

weaknesses, drives values and goals and recognizes their impact on others while using gut feelings to guide decisions.

2. Self-regulation – involves controlling or redirecting one’s disruptive emotions, impulses, and adapting to changing circumstances.

3. Social skill – managing relationships to get along with others4. Empathy – considering other people’s feelings especially when making

decisions5. Motivation – being aware of what motivates them.

Goleman includes a set of emotional competencies within each construct of EI. Emotional competencies are not innate talents, but rather


learned capabilities that must be worked on and can be developed to achieve outstanding performance. Goleman posits that individuals are born with a general emotional intelligence that determines their potential for learning emotional competencies. Goleman’s model of EI has been criticized in the research LITERATURE REVIEW as mere “pop psychology” (Mayer, Roberts, & Barsade, 2008.

MEASUREMENT OF EI

• EI measures are categorized into three main streams: • Stream 1: ability-based measures (e.g. MSCEIT),• Stream 2: self-reports of abilities measures (e.g. SREIT, SUEIT, and

WLEIS) and • Stream 3: mixed-models (e.g. AES, ECI, EI questionnaire, EIS, EQ-I and

GENOS), which include measures of EI and traditional social skills.

The Relation between Emotional Intelligence and Job Performance

Emotional Intelligence

The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth Wong and Law (2002) Self emotional appraisal: This relates to the individual’s ability to understand their deep emotions and be able to express these emotions naturally. Others ‘emotional appraisal: This relates to peoples ‘ability to perceive and understand the emotions of those people around them. Regulation of emotion: This relates to the ability of people to regulate their emotions, which will enable more rapid recovery from psychological distress. Use of emotion: This relates to the ability of individuals to make use of their emotions by directing them towards constructive activities and personal performance.

Job Satisfaction

Job satisfaction is the collection of feelings that an individual holds towards his or her job. Job satisfaction is one of the ways used by the organization to determine the level of communication and production in the company (Dong Qingwen & Howard, 2006). Job satisfaction is very important because it affects the company’s level of production. It has also become one of the objectives that need to be focused onto increase the profitability of a company. Job satisfaction can be defined as a combination of feelings that each individual holds towards their job (Robbins, 2005). Job satisfaction is


also a component of psychological processes that determine how they feel at the workplace. Job satisfaction most likely is a combination of pleasurable emotions based on the employees’ appraisal, affective reaction and attitude towards the job (Kumari& Pandey, 2011). Furthermore, the negative effects of job satisfaction are because of the long working hours, which can cause a harmful fatigue level for employees or decrease the level of job satisfaction. More output could be produced on an eight-hour shift schedule (Smith et al. 1997). Most researchers have researched time and job satisfaction, but there is a lack of information about the relationship between emotional intelligence and job satisfaction

Robbins (2005) defines job satisfaction as a collection of feelings that an individual holds towards his or her job. Job satisfaction has been observed to affect levels of job dissatisfaction, absenteeism, grievance expression, tardiness, low morale, high turnover, quality improvement and participation in decision-making. Locke(1976), defined job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences.

Job Performance

Adams et al. (1995) Job performance Employee Job performance, in general, refers to behaviors that are relevant to organizational goals and that are under the control of individual employees. Employee Job performance, in general, refers to behaviours that are relevant to organizational goals and that are under the control of individual employees (Babin and Boles, 1996; Ellinger et al., 2008). Murphy (1989), defines job performance as a function of the individual’s performance of specific tasks that comprise standard job descriptions, and declares that it is also affected by variables such as maintaining good interpersonal relations, absenteeism, and withdrawal behaviours, substance abuse and other behaviours that increase hazards at the workplace. Belfort and Hattrup (2003), indicate that the essence of job performance relies on the demands of the job, the goals and the mission of the organization and the beliefs of the organization about which behavior are mostly valued and hence hypothesized that

Importance of Emotional Intelligence at Workplace

Nevertheless, its impact at work is uncountable; as you will see, it is relevant in almost every aspect of our day-to-day role, often in ways that we have not previously considered.• Workplace success is built on human interaction: Although most

workforces are made up of a diverse blend of various skills and


competencies, how they work together to achieve their mission goal is ultimately the result of one thing above all else: their ability, as human beings, to work together.

• It’s a fundamental aspect of leadership: As a leader, you will likely be responsible for any number of financial or material resources. Your most precious commodity, though, will undoubtedly be your people, and how you manage them can make or break both your success and theirs.

• It’s noticeable by its absence: As mentioned above, a harmonious, functioning team owes a lot to EQ; therefore, when there is a lack of it (especially among those with influence), it shows. All the ugly aspects of a toxic workplace, such as sexual harassment, bullying, and discrimination, are as a direct result of poor emotional intelligence.

• It’s an effective recruitment tool: For HR managers, EQ is a vital quality; after all, while qualifications, certifications and assessment scores can give a definitive answer on whether a candidate is qualified for a role, figuring out if they are suitable is an altogether different prospect. This gives the recruiting process a sense of direction and goes a long way to ensuring that companies – large or small – are hiring the right people.

• It’s essential for career success: If you had not already realized, emotional intelligence is pervasive in nearly every aspect of our working (and, indeed, personal) life. It is the basis for forming relationships with coworkers, understanding motivations and weaknesses and keeping ourselves in our best possible working condition. In short, without it, we are not going to get very far in our careers.Whether that success comes in the shape of earning a promotion, building

a successful business or simply landing a dream job, it does not matter: the ability to comprehend human nature is always going to be essential to arriving at your goal.

High EQ in the Workplace

• Making better decisions and solving problems • Keeping cool under pressure• Resolving conflicts• Having greater empathy• Listening, reflecting, and responding to constructive criticism

Low EQ in the Workplace

• Playing the role of the victim or not taking personal responsibility for errors


• Having passive or aggressive communication styles• Refusing to work as a team • Being overly critical of others or not open to others’ opinions

How to Improve Your Emotional Intelligence?

A high IQ is also something we tend to be born with while emotional intelligence is something we can work to improve. To a large degree, our emotional intelligence starts in childhood with how we are raised, but as adults, we can take steps to get emotionally “smarter.” • Reflect on your emotions. This is where self-awareness begins. To grow

in emotional intelligence, think about your own emotions and how you typically react to negative situations, whether they involve a co-worker, family member or stranger. When you are more aware of your emotions and typical reactions, you can start to control them.

• Ask for perspective. What we perceive to be reality is often quite different from what those around us are seeing. Start getting input from others to understand how you come across in emotionally charged situations.

• Observe. Once you have increased your self-awareness and you understand how you are coming across, pay more attention to your emotions.

• Pause for a moment. Stop and think before you act or speak. It is hard to do, but keep working at it and it will become a habit.

• Become more empathetic by understanding the “why.” Try to understand the “why” behind another person’s feelings or emotions.

• Choose to learn from criticism. Who likes criticism? Possibly no one. However, it is inevitable. When we choose to learn from criticism rather than simply defend our behaviours, we can grow in emotional intelligence.

• Practice, Becoming more emotionally intelligent will not happen overnight, but it can happen—with effort, patience, and a lot of practice.

Findings of Previously Conducted Studies on EI Role at the Workplace

• By 2008, 147 companies and consulting firms in the U.S had developed programs that involved EI for training and hiring employees

• Law et al. (2004) found that EI was the best predictor of job performance beyond general cognitive ability among IT scientists in Computer Company in China.

• Sy, T ram, and O’Hara (2006) found that EI was associated positively with job performance in employees from a food service company.


• According to Lopes and his colleagues (2006), EI contributes to develop strong and positive relationships with co-workers and perform efficiently in work teams.

• A 2007 meta-analysis of 44 effect sizes by Schutte found that emotional intelligence was associated with better mental and physical health. Particularly, trait EI had a stronger association with mental and physical health. This was replicated again in 2010 by researcher Alexandra Martin who found trait EI as a strong predictor for health after conducting a meta-analysis based on 105 effect sizes and 19,815 participants. This meta-analysis also indicated that this line of research reached enough sufficiency and stability in concluding EI as a positive predictor for health.

OBJECTIVES OF THE STUDY

1. To know the extent of employees awareness towards emotional intelligence

2. To study the factors affecting Emotional intelligence.3. To study the factors affecting work performance.4. To study the impact of Emotional intelligence on work performance.

SCOPE OF THE STUDY

• Studying the role of Emotional Intelligence in managing Role Conflict and enhancing Quality of Work Life and happiness among faculties in higher education.

• Studying the contribution of Emotional Intelligence in the total effectiveness of employees.

• Emotional intelligence calls for recognizing and understanding the issues in the organizations based on the results organization can choose a strategy and actions to improve the performance of their employees.


There are 3 types of methods:1. Explorative2. Descriptive3. Experimental

The study is descriptive in nature; relevant data has been collected from both primary and secondary sources of information. Random sampling method was used to collect data from 200 respondents in the organization The data was collected through a structured questionnaire which was divided


into two parts respondents were asked to reveal their characteristics in the first part of the questionnaire, i.e. age, education, income, marital status and the second part of the questionnaire is to measure the emotional intelligence level of employee. The Secondary Data were collected from various journals, articles, research report, etc.

DATA SOURCE

• Primary data: The primary data was collected from the respondent by administering a structured questionnaire and through observations, interviews & discussions.

• Secondary data: Apart from primary data, the secondary data is being collected through Textbooks, records of research journals from National E-library, Academic reports, and Internet, used for the study.

RESEARCH HYPOTHESIS

Based on the evidence, it seems reasonable to assume that the teachers’ emotional intelligence will affect their job satisfaction. Therefore, we hypothesized that:• H1: There is a significant relationship between emotional intelligence

and job satisfaction.• H2: There is a positive relationship between emotional intelligence

emotional self-awareness, emotional expression, and emotions management.

RESEARCH FINDINGS

Socioeconomic Status of the Respondents

Most respondents were aged between 30 to 39 years old representing 40%of the total, followed by those in the age group 40 to 49 years old with 30%. Whereas, the age ranges of 50 to 59 years old was 30% representing the older group as the minority age group. On average, the age of the respondent in this study is 35 years old. 58% of the respondent is female and 42% is male. 75% of the respondents are married, 25% are unmarried. There were 45% of the respondents with a PhD. Next, were the respondents who are postgraduates with NET eligibility with 37.0%, followed by postgraduate’s with 18%. The statistics show that 25% of the respondents were from the management level and 34% of the respondents were of the departmental in charges and41percentage faculty. Statistics on work experience 63% of the respondents had less than 2-10 years of work experience, 19% have


experienced more than 10-15 years and 28% have m0re than 15 years of experience.

Table 1: Socioeconomic Status of the Respondent

Frequency Percentage (approx.)Age 30-39 80 40 41-49 60 30 50-59 60 30Gender Female 116 58 Male 84 42Marital status Married 150 75 Unmarried 50 25Qualification PhD 90 45 Post gradated (Net) 74 37 Postgraduate 74 18Working experience 2-10 126 63 10-15 38 19 More then 15 56 28Job position Management level 50 25 Department heads 68 34 Faculty 82 41

Emotional Intelligence (EI)

The study shows the distribution of emotional intelligence items. Item 1 to 12 implies how well they appraise emotion and expression of their emotion. The highest mean is item 4 (4.77), which concludes that the majority agree that when their mood changes, they see new possibilities. The second highest item is item 3 (4.64), which means most of them agree they believe they will do well on most of the things they try. Then, item (4) denotes they are aware of their emotions as they experience them. Meanwhile, the lowest mean is item 4(4.00) indicates that many of them disagree that they find it hard to understand the non-verbal message of others. Item 13 to 14 discloses how well they regulate their emotions. Meanwhile, the lowest mean is item 15 (4.20) which indicates that many of them felt neutral saying that no matter


what their mood, they are able to come up with new ideas. Item 24 to 33 disclose how well they utilize emotions. The highest mean is item 10(4.33) which indicates that the majority of them know what other people are feeling just by looking at them. Next is item 15 (4.20) which denotes I can tell how people are feeling by listening to the tone of their voice. However, the lowest mean is item 12 (2.75) which indicates many of them disagree that when they are faced with a challenge they give up because they believe they will fail. This item shows a negative impact on emotional intelligence. The reason is those with higher emotional intelligence will not easily give up and do not believe they will fail if they are faced with challenges.

Table 2: Emotional Intelligence

Strongly Disagree Disagree Neutral Agree Strongly

Agree Mean

1. I know when to speak about my personal problems with others

20 18 15 56 91 4.51

2. When I am faced with obstacles, I remember times I faced similar obstacles and overcame them

22 15 23 47 93 4.41

3. I expect that I will do well on most things I try

22 19 18 63 78 4.64

4. Find it hard to understand the nonverbal messages of other people.

49 36 56 21 38 4.00

5. I am aware of my emotions as I experience them

20 11 19 63 87 4.27

6. I like to share my emotions with others

21 12 19 62 86 4.16

7. I present myself in a way that makes a good impression on others

12 20 18 66 84 4.22

8. When I am in a positive mood, solving problems is easy for me

12 18 22 58 90 4.31

9. By looking at their facial expressions, I recognize the emotions people are experiencing

13 23 17 62 85 4.27


10. When I am in a positive mood, I can come up with new ideas

19 13 15 81 75 4.77

11. I have control over my emotions

20 10 22 55 93 4.24

12. When I am faced with a challenge, I give up because I believe I will fail

14 28 19 72 67 2.75

13. I help other people feel better when they are down

10 10 12 60 108 4.04

14. Use good moods to help myself keep trying in the face of obstacles

10 20 12 64 94 4.16

15. I can tell how people are feeling by listening to the tone of their voice

13 17 17 36 117 4.20

Job Satisfaction

The study shows the distribution of job satisfaction among respondents in working in higher education institutes. Items1 –4, 7 –11, 12 –13, and 15 disclose their intrinsic job satisfaction. The highest mean is items 2 and 8 (4.43) which indicates the majority of them are satisfied by being able to keep busy all the time and having the chance to work alone on the job; which brings them more satisfaction towards their job. Then item 7 (4.37) and followed by item 11 (4.36) where most of them are satisfied when they had a chance to do things for other people. Meanwhile, the lowest mean is item 15 (4.15) indicates the employees have lower satisfaction when they fail to get a sense of accomplishment. Items 2-4-7-8 and 11 disclose their extrinsic job satisfaction. The mean in item 10 (4.31) which indicates the way my job provides for steady employment. The next highest item is item 14(4.31) where most of them are satisfied with how company policies are put into practice. Meanwhile, items 1, 14 and 15 have the lowest means. The lowest item is item 15 and 10(4.15) which indicates many of them are satisfied with the pay given out and the amount of work they do and also the chances for advancement in their job. Next is item 5(4.21) where they fell the way their boss handles his/her workers and are satisfied with the competence of their supervisor in making decisions.


Table 3: Job Satisfaction

Strongly Disagree Disagree Neutral Agree Strongly

Agree Mean

1. The feeling of accomplishment I get from the job

21 13 20 65 81 4.15

2. The praise I get for doing a good job

20 11 15 51 103 4.43

3. The chance to try my own methods of doing the job

11 18 16 55 100 4.19

4. The way company policies are put into practice.

12 22 17 70 79 4.31

5. The way my boss handles his/her workers.

12 22 17 70 79 4.21

6. The chance to be somebody in the community

12 22 18 55 93 4.30

7. The chance to do different things from time to time

12 20 17 53 98 4.37

8. Being able to keep busy all the time

11 15 19 59 99 4.37

9. Being able to do things that do not go against my conscience

22 21 24 48 95 4.29

10. The way my job provides for steady employment

14 15 32 55 84 4.23

11. The chance to do things for other people

11 15 27 53 94 4.36

12. The chance to tell people what to do

10 18 27 70 75 4.21

13. The chance to do something that makes use of my abilities

13 27 28 58 84 4.22

14. My pay and the amount of work I do

11 27 27 49 86 4.15

15. The feeling of accomplishment I get from the job

22 13 26 44 95 4.15


Relationship between emotional intelligence and job satisfaction The Pearson Correlation test was conducted to determine the relationship between Emotional Intelligence and Job Satisfaction. The results illustrate that there is a significant relationship between Emotional Intelligence and Job satisfaction (r: 0.920, p<0.000). The relationship shows that they have a positive relationship. This means the employee who has higher Emotional Intelligence should have higher Job Satisfaction. Generally, people with higher emotional intelligence can adapt to the challenges in a situation and are satisfied with their work environment. Texas Instruments need to encourage their employees to have higher emotional intelligence because it is the element to increase job satisfaction at the workplace. In addition, the level of work productivity and quality of life is enhanced if they have higher emotional intelligence.

CONCLUSION

The purpose of this study is to determine the relationship between emotional intelligence and job satisfaction among employees in Texas Instruments, Malaysia. As an overall conclusion, employees who have higher emotional intelligence could overcome the stress caused by many stressors such as job tasks, lack of autonomy and opportunity or even less pay. Emotional intelligence enables them to reduce stress caused by less job satisfaction by fostering positive emotions. When they have positive emotions, it makes them feel happy and can solve problems. Thus, the employees should maintain their emotional intelligence level because job tasks might bring about unpleasant feelings and affect emotion. By having higher emotional intelligence, they are also able to manage their emotions and understand the feelings of others, which will help to build better relationships and interactions. Thus, this study shows that emotional intelligence plays an important role in job satisfaction, which could increase company productivity. The policy implication for this research has highlighted the importance of training in the human development process among employees. Each company in Malaysia should have training in developing emotional intelligence for employees from the line worker group to top management. It is a process to increase emotional intelligence and integrated perspective could be used to enhance the study about emotional intelligence among employees

REFERENCES

• Atwater, Leanne; Yammarinol, Francis (1993). “Personal attributes as predictors of superiors’ and subordinates’ perceptions of military academy leadership”. Human Relations. 46 (5): 645–668. doi:10.1177/001872679304600504.


• Barbey, Aron K.; Colom, Roberto; Grafman, Jordan (2012). “Distributed neural system for emotional intelligence revealed by lesion mapping”. Social Cognitive and Affective Neuroscience. 9 (3): 265–272. doi:10.1093/scan/nss124. PMC 3980800. PMID 23171618.

• Cavazotte, Flavia; Moreno, Valter; Hickmann, Mateus (2012). “Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance”. The Leadership Quarterly. 23 (3): 443–455. doi:10.1016/j.leaqua.2011.10.003.

• Goleman, Daniel (1998), What Makes a Leader?, Harvard Business Revi• Goleman, D. (1998). Working With Emotional Intelligence. New York, NY.

Bantum Books.• Kosonogov, Vladimir; Vorobyeva, Elena; Kovsh, Ekaterina; Ermakov, Pavel

(2019). “A review of neurophysiological and genetic correlates of emotional intelligence”(PDF). International Journal of Cognitive Research in Science, Engineering and Education. 7 (1): 137–142. doi:10.5937/IJCRSEE1901137K. ISSN 2334-847X

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• Yates, Diana. “Researchers Map Emotional Intelligence in the Brain”. University of Illinois News Bureau. University of Illinois. Archived from the original on 2014-08-13.

Impact of Leadership Styles on Employee Performance (A Study on Secondary Data)

Ujjwal DubeyStudent, IMS Ghaziabad, University Courses Campus

ABSTRACT

IN today’s era whenever we are talking about the various functions of Management, we also need to discuss the leadership on wide levels. Your leadership style affects the motivation, effectiveness and productivity of employees. Different types of leadership give or provide different results and their results vary from one another in various aspects. Different leadership styles are appropriate in distinct situations. It depends on Employee productivity, Employee behaviour, and depends on the mindset of the leader. Delegation of Authority shows a good trait of some leadership style. Sometimes inappropriate style is adopted by the leader; it creates various challenges for the employee as well as the leader in the various execution of work in an organization. Understanding how various leadership styles affect productivity allows leaders to analyze and adopt for effectiveness. Here we discuss the types of leadership (like autocratic, democratic or participative and freestyle leadership). We mainly focus on the study of only three styles (Democratic, Autocratic, and freestyle) of leadership and their effect on employees. This research has been done on secondary data, which are collected from the previous research papers. It further helps us to know which style is most productive and easily acceptable by the leader.

Keywords: Employee behavior, Employee productivity, Delegation of authority, Effectiveness

INTRODUCTION

Leadership is defined as a form of qualities or traits of particular individuals. In the absence of a good leader any organization just likes a dead body and in the absence of good leadership management behaves likes a dead body, because in the absence of effective leadership no organization can work properly and they could not set any target for future. If any organization which works properly and efficiently and hits the target this is only possible in the case of effective leadership along with a skilled and dedicated leader. A good leader can understand the feelings and interests of his/her followers. The leader is one who leads the employee to increase productivity and productivity is the most important factor affecting the performance of any organization. Skilled and dedicated can set good values. It is found that employee productivity is influenced by leader skills and behaviour. Careful consideration of knowledge, skills, experience, attitude, and motivation of

Impact of Leadership Styles on Employee Performance (A Study on Secondary Data) | 87

an employee enhances maximum productivity because leadership deals with human resources in any organization through an individual’s skills, knowledge, ability, impression, experience, etc. Through a single leadership style any leader can’t do the practices in every situation in the organization because the behaviour of employees not remain the same, it may change, So favourable leadership style should be adopted by the leaders from time to time to appreciate the employee morale. If any Leader thinks through the employee perspective, it is easy for him to understand employee behaviour. Delegation of authority also a good thing for a leader, through its leader motivates the employee and makes them capable to take the decision and it increases their productivity.

The Three leadership styles areA. Autocratic Style: An autocratic leadership style is a style of leadership in

which the leader centralizes the power and decision-making. The leader takes full authority and assumes full responsibilities.

B. Democratic Style: Democratic or participative style is a style of leadership in which the leader decentralizes the power or authority. In this style leader always takes the view of his/her subordinates during the formulation of plans and policies.

C. Laissez-faire or Freestyle: Laissez-faire style is a style of leadership in which leader avoid their power and responsibilities. In this style leader allows the group or individuals to set their own goals and achieved it.

LITERATURE REVIEW

Workers with dynamic leadership skills bring out the best organizational efficiency and turn to improve productivity and profitability. The rapid growth of employee’s productivity is due to proper guidance and supervision by good leadership (Shalu nov.2k15)

Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes such as beliefs, values, ethics, character, knowledge, skill. (Bolarinwa oreofe)

Employee’s performance refers to the contribution of employees for achieving the goals of an organization employees are performing different jobs in an organization like production, manufacturing, marketing, etc., all these activities are interrelated to achieve the targets. Various factors like skills, training, motivation, dedication, salary, promotion, communication, etc are responsible to encourage the people to work sincerely and give their best output. (Its nov.2k15)



There are various objectives, on which we can do study but on these main objectives on which I did my study are as follows:• To identify the impact of democratic leadership style on employee

performance.• To identify the impact of autocratic leadership style on employee

performance.• To identify the impact of laissez-faire leadership style on employee

performance.


In this study, I conducted explanatory research to know the impact of leadership styles on employee performance. Due to lack of time, this research has been done based on secondary data, which are collected from the consequences of the previous research paper. I studied various related papers during the research. The data is taken or chosen from the maximum consequences of various papers on a particular style. Like out 10 papers the consequences of 6 papers show that this style is adopted by the maximum leader and under this/that styles the productivity of workers is maximum.

FINDINGS

Democratic Leadership Style has a Positive Sign of Employee Performance

In this style, the performance of employees is high due to teamwork and their participation in plans and policies of the organization. (Abdul, Zubair, veronica, Nov (2017) democratic leadership style has a significant positive impact on employee performance. This indicates that when the democratic approach is applied, the performance of employees would increase. Dahl (1989) and Fishkin (1991) told that democratic leadership influences the employee in a manner consistent with the basics of democratic principles and processes, such as deliberation, equal participation, inclusiveness and self-determination (cited in Gastil, 1994 in Ray & Ray, 2012). Mullins (1999) stated that the democratic leadership style centralized more on people and interaction is greater within the group (cited in Puni, et al., 2014).

Impact of Autocratic Leadership Style on Employee Performance

Autocratic leadership represents all those leaders who decide without the consent of their subordinates or team members and applied their own decision in the organization. This style takes decision faster than others than


two but the performance of an employee is low because the plan or objectives is set by the leaders on his/her judgments. (Abdul, Zubair, veronica Nov, (2017) Autocratic leadership style, however, shows a significant negative impact on employee performance. This indicates that the performance of employees would not increase when an autocratic approach is applied. Melling & Little (2004) stated that autocratic leaders are high-handed leaders and are the centre of every activity that goes on in the establishment and all authority emanated from them and ends with them (cited in Akor, 2014). According to Iqbal, et al. (2015), autocratic leaders are characterized by an “I tell” philosophy; autocratic leaders tell other people what to do. Nwankwo (2001) and Enoch (1999) described the autocratic style as a leadership style where leaders exclusively make decisions and production is emphasized at the expense of any human consideration (cited in Akor, 2014).

Impact of Laissez-faire Leadership Style on Employee Performance

Laissez style also shows a positive impact on employee productivity because in this style superiors and subordinates are working together to achieve the goals. It helps or motivates the employee to increase their performance. Due to the moderate style of leadership, in this style decision-making is process is low. Therefore, it also affects the organization’s performance. (Abdul, Zubair, veronica nov, (2017) Laissez-faire leadership style has a positive impact on employee performance, which indicates that employee performance would increase when the laissez-faire leadership style is applied. This approach can be used when leaders are very much confident about team members and in any condition should not blame each other for mistakes. Deluga (1992) proclaimed that the laissez-faire leadership style is associated with unproductiveness, ineffectiveness and dissatisfaction (cited in Koech & Namusonge, 2012). Jones & Rudd (2007) described laissez-faire leadership as leadership in an inactive form characterized by an unwillingness to be actively involved and a view that the best leadership comes from disassociation from activities. Cilliers, Van Eeden & Van Deventer (2008) stated that these leaders avoid active ISSN: 2289-4519 Page 115 participation in the responsibility of goal setting and avoid being involved when leadership direction is needed (cited in Ejimabo, 2015).

CONCLUSION

Based on the results, the democratic leadership style has a positive significant impact on employee performance. It indicates that whenever the democratic approach is applied, it increased employee performance as well as organizational performance and helps to achieve the goal. In this style whole


team members are involved in decision-making, due to this it is confirmed that the performance of employees is the best under this style of leadership.

The autocratic leadership style does not show a positive impact on employee performance. It shows a negative impact that decreases employee performance. Whenever autocratic leadership is applied, it would decrease employee performance. In the current condition of the world, the employees who are now becoming more knowledgeable, independent and competent in the organization may no longer accept the Autocratic leadership style.

Laissez-faire style also shows a positive impact on employee performance, which helps the organization to achieve the goal. Due to the moderate style of leadership, the decision-making process is slow and it affected the performance of the organization. Any leader could adopt this style when their employees are responsible or understand their responsibilities, workaholic, etc. This style can be used when leaders are very much confident about team members or on their employees and in any condition, they should not blame each other for any kind of mistakes.

REFERENCES

1. Adler, R.W. & Reid, J., 2008. The effects of leadership styles and budget participation on job satisfaction and job performance. Asia-pacific management accounting journal, 3(1), pp. 21-46.

2. Akor, P.U., 2014. Influence of Autocratic Leadership Style on the Job Performance of Academic Librarians in Benue State. Journal of Educational and Social Research, 4(7), pp. 148-152.

3. Akram, M., Alam, H.M., Ali, L. & Mughal, M.M., 2012. How Leadership Behaviors Affect Organizational Performance in Pakistan. Journal of Economics and Behavioral Studies, 4(6), pp. 354-363.

4. Alghazo, A.M. & Al-Anazi, M., 2016. The Impact of Leadership Style on Employee’s Motivation. International Journal of Economics and Business Administration, 2(5), pp. 37-44.

5. Ali, A., 2012. Leadership and its Influence in Organizations – A Review of Intellections. International Journal of Learning & Development, 2(6), pp. 73-85.

6. Amanchukwu, R.N., Stanley, G.J. & Ololube, N.P., 2015. A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management. Management, 5(1), pp. 6-14.

7. Anbazhagan, S. & Kotur, B.R., 2014. Worker Productivity, Leadership Style Relationship. IOSR Journal of Business and Management (IOSR-JBM), 16(8), pp. 62-70.

8. Ansari, M.A., Ahmad, Z.A. & Aafaqi, R., 2004. Organizational Leadership in the Malaysian Context. Leading in High Growth Asia, pp. 109-138.

9. Arham, A.F., 2014. leadership and performance: the case of malaysian smes in the services sector. International Journal of Asian Social Science, 4(3), pp. 343- 355.


10. Armstrong, M., Taylor & S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

11. Babatunde, O., 2015. The Impact of Leadership Style on Employee’s Performance in an Organization. IISTE, 5(1), pp. 193-206.

12. Benjamin, O.A., 2015. Impact of organisational culture and leadership style on quality of work-life among employees in nigeria. African journal for the psychological study of social issues, 18(1), pp. 109-121.

13. Bhatti, N. et al., 2012. The Impact of Autocratic and Democratic Leadership Style. International Business Research, 5(2), pp. 192-201.

14. Billig, M., 2015. Kurt Lewin’s leadership studies and his legacy to social psychology: Is there nothing. ISSN: 2289-4519, p. 127 as practical as a good theory?. Journal for the Theory of Social Behaviour, 45(4), pp. 440-460.

15. Boehm, S.A., Dwertmann, D.J., Bruch, H. & Shamir, B., 2015. The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance. The Leadership Quarterly, 26(1), pp. 156–171.

16. Bolden, R., Gosling, J., Marturano, A. & Dennison, P., 2003. A review of leadership theory and competency frameworks, Exeter: Chase Consulting and the Management Standards Centre.

17. Chaudhry, A.Q. & Javed, H., 2012. Impact of Transactional and Laissez Faire Leadership Style on Motivation. International Journal of Business and Social Science, 3(7), pp. 258-264.

18. Choi, S., 2007. Democratic Leadership: The Lessons of Exemplary Models for Democratic Governance. International Journal of Leadership Studies, 2(3), pp. 243-262.

19. Coyle-Shapiro & J. (2013). The impact of a TQM intervention on teamwork: A longitudinal assessment. Team Performance Management.

Issues and Challenges in the Implementation of HRISTapasya Saxena1 and Dr. Swati Singh2

1 Student, Department of Management Studies, Galgotias College of Engineering & Technology, Greater Noida

2 Department of Management Studies, Galgotias College of Engineering & Technology, Greater Noida

ABSTRACT

The primary objective of the study was to examine the issues and challenges in the implementation of HRIS (Human Resource Information System) in the organization. For this purpose, the data was generated from 50 respondents with the help of a structured close-ended questionnaire and interviewing senior staff members within the organization. The data was analyzed with the help of statistical techniques such as ANOVA, and a measure of central tendency using SPSS Software. The study findings suggest that the HRIS implementation is having various challenges for top management, like employee resistance towards implementation, lack of skilled staff in technical problems. Our statistical analysis concluded that experience is not a factor of HRIS implementation, the organization is not able to utilize it up to optimal level and HR planning is not related in reducing recruitment cost.

Keywords: HRIS, Implementation, Recruitment cost, HR planning, Optimal utilization

LITERATURE REVIEW

During the study, various research papers have been reviewed and taken into consideration for a better understanding and a better analysis, some of them having contrary results while some research papers support’s the current study. Previously published paper, Measuring the effectiveness of HRIS practices in business organization: A study on context of a developing country (in the International Journal of Business Innovation & Research, 2013) concluded that there is a moderate and positive impact of MIS effectiveness in an organization, Size of an organization does not play a role on the impact of MIS on the HR function. Higher experiences improve the perception of employees towards MIS in an organization.

Another paper, The role of Human Resource Information System (HRIS) in the organization: A Literature Review (by Halil Buzkar, 2016), suggests that Information system becoming very important for the organization, become inevitable for the organization, because HRIS helps in attaining goals easily Most of the previous papers support the study of our current paper, which concluded that organization will not able to use at its optimal extent, and communication does not play a significant role in the organization.

Issues and Challenges in the Implementation of HRIS | 93

INTRODUCTION

The last decade has seen a significant increase in the number of organizations gathering, storing and analyzing human resources data using Human Resource Information Systems (HRIS). Strategic value can be derived using HRIS tools that assist decision-making concerning vital HR functions. HRIS gave the information needed the strategic planners to forecast future workforce demand and supply. Considering it as a tool that helps employers in retaining the right employees. Paying, them competitive salaries compared to the market, and training them to develop their skills and abilities to carry out their existing and future jobs do it. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. Human Resource Planning is the procedure used to tie human resource issues to the organization’s business needs.

Human Resource Information Systems (HRIS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRIS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRIS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) are no exception. To increase the effectiveness of HRM, organizations are becoming more and more dependent on HRIS. At the functional level, HRIS can keep track of employees, applicants, and contingent workers qualifications, demographics, performance evaluation, professional development, payroll, recruitment, and retention

OBJECTIVE OF THE STUDY

• To explore the various issues and challenges in the implementation of HRIS in the organization

• To know the possible reason for resistance towards HRIS• To explore if experience and other factors play a role in creating a

perception towards HRISS in organization


The sampling method used is Non-Probability convenience sampling. Data collected through the questionnaire provided standard data allowing


easy comparison. Direct interviewing and observation methods gathered data from managers who are responsible for making decisions based on information provided by the management information system.

To test the likelihood that the characteristics of the sample founded in the population a statistical method has been used Data gathered from the questionnaire was used to find dependant and independent variables in the relationships and the validity of the relationships of a proposed conceptual framework.

DATA COLLECTION

Direct interviewing of senior managers and non-probability sampling was used to collect primary data, which took 45 days through 50 respondents who all are employees of the organization. A close-ended questionnaire containing 16 questions is used. SPSS (Statistical package for social sciences for Regression, ANOVA), Google Analytics, Windows 10, 64-bit architecture.

BASES OF CONCLUSION

Null and Alternate Hypothesis formulation and evaluation, evaluating the significance of data recorded.

Following three bases of research:1. Experienced employees perceived HRIS as a helpful and for their

working2. Use of HRIS up to optimal level3. Impact of HR Planning on recruitment cost

DATA ANALYSIS

(Mean) MIS Role in Reducing Recruitment Cost

Response Strongly Disagree Disagree Neutral Agree Strongly AgreeMean 2.23 4.41 4.70 3.01 2.32

Means Recruitment

Experience Fresher 0-5 year 6-10 year 11+ TotalMean 3.607 3.66 3.80 3.87 3.735Standard deviation .475 .428 .352 .433 .402

Means Planning

Experience IT HR Marketing Operation TotalMean 4.25 4.21 4.068 4.0833 4.115Standard deviation .250 .336 .314 .381 .312


On the data gathered, ANOVA is used to compares the actual difference between two means with the variation in the data (expressed as the standard deviation of the difference between the means).

Data Analysis Tools’

SPSS (Statistical Package for Social Science) is used to analyze data set and variables. Hypothesis 1

Experienced employees perceived HRIS as a helpful and for their working• H0: Experience does not play a role in HRIS implementation • H1: Experience plays a role in HRIS implementation

Hypothesis 2

Use of HRIS up to optimal level• H0: Organization does not utilize HRIS up to optimal level• H1: Organization utilizes HRIS up to optimal level

Hypothesis 3

Impact of HR Planning on recruitment cost• H0:- Effective HR Planning does not reduce recruitment cost• H1:- Effective HR Planning reduces recruitment costs.

If the null hypothesis will we found correct then the alternate hypothesis will be rejected, or vice-versa. Only one hypothesis at a time can be accepted.

Conditions for rejecting null hypothesis:• Value of T-test & ANOVA will be <0.05, Reject Null hypothesis • Value of T-test & ANOVA will be >0.05, Accept Null hypothesis

DATA INTERPRETATION

Result findings will be based on ANOVA and other statistical methods applied on data to check the significance level of the data obtained, the value obtained by analyzing data will be compared and if values would be <0.05 data is significant and Null hypothesis will be rejected, and if values >0.05 data are not significant and Null hypothesis will be accepted.

DATA INTERPRETATION (INTERVIEW)

1. After adopting HRIS in the organization first the primary benefits is the reduction in the paperwork of the organization.


2. Cost of recruitment to the traditional methods of recruitment then there is a clear picture that recruiting.

3. The cost will be decreased into half by implementing new systems4. It will go extremely well in aligning HR strategy with HRIS.

Hypothesis I

Experienced employees perceived HRIS as a helpful and for their working• H0: Experience does not play a role in HRIS implementation • H1: Experience plays a role in HRIS implementation

ANOVA Sig value 0.679As the value of t-test is > 0.05, Null hypothesis will be accepted.In addition, our findings indicate that “Experience does not play a role

in HRIS implementation”.

Hypothesis 2

Use of HRIS up to optimal level• H0: Organization does not utilize HRIS up to optimal level• H1: Organization utilizes HRIS up to optimal level

ANOVA Sig value 0.263As the value of t-test is >0.05, Null hypothesis will be accepted.In addition, our findings indicate that “Organization does not utilize

HRIS up to optimal level”.

Hypothesis 3

Impact of HR Planning on recruitment cost• H0: Effective HR Planning does not reduce recruitment cost• H1: Effective HR Planning reduces recruitment cost

ANOVA Sig value 0.342As the value of t-test is >0.05, Null hypothesis will be accepted.In addition, our findings indicate that “Effective HR Planning does not

reduce recruitment cost”.

CONCLUSION AND SUGGESTION

1. HRIS decreases recruitment cost2. No role in communication played by HRIS3. Employees show resistance towards HRIS4. Convincing them is a big challenge for management


5. Need skilled staff to deal with errors in the software6. Need to provide technical training to them7. Effective HR Planning does not reduce recruitment cost8. The major challenge was Organization does not utilize HRIS up to

optimal level

REFERENCES

1. Competency-based Human Resource Management, Seinivasan R. Kandula. 2. Human resources information systems and their impact on human resource

management strategies: A field in Jordanian commercial banks (published Oct 11, 2014).

3. Human resource information system (HRIS) – IOSR journal. 4. Human resource information system: A theoretical perspective, by IJTSRD

(International journal of trend in scientific research and development). 5. Human Resource Management: Text & Cases, 8th Edition, K. Aswathappa.

Forthcoming Conceptualisation of HR and Its Emerging Technologies

Shweta Pandey1, Pragya Goel1 and Dr Parul Agarwal2

1 ABES Engineering College, Ghaziabad 2 Associate Professor, ABES Engineering College, Ghaziabad

ABSTRACT

The research paper focuses on the ongoing effects of emerging technologies in organizations. New technologies, with their diverse forms, are completely revolutionizing the world of work and how organizations function are changing and evolving the nature of leadership, managerial roles and professional careers. They have been emerging as fundamental elements of business and industry throughout the world, driving the development of the two most powerful forces in the global economy. Recent indications show that the latest technology such as artificial intelligence and robotics are being employed by organisations to brutalize simple and repetitive tasks as well as to make complex decisions quickly and more accurately. However, this will create a number of challenges for hr professionals who will need to help employees to update their competencies for their future well-being.

Keywords: Artificial intelligence, Economic growth, Technological advancement, Competencies, Decision making

INTRODUCTION

Since the last many years, we have gone through a huge amount of attention that has occurred towards the impact of technological advancement on the work, sometimes it is being described as the changing world of work by some consultancies. Few commentators also suggested that technology advancement would lead to multiple changes in the workplace as well as in the working environment. It reflects as dramatically as the collaboration of the traditional employment relationship with the modern one, and the huge widespread usage of Artificial reality or the artificial world instead of travel and the replacement of individuals with Artificial intelligence (AI) and robotics also. It is absolutely correct to say that the most recent advancements or up gradations in technology, such as Artificial intelligence ,robotics, big data, python all are having a dramatic effect on the workplace and even on working as well. Indeed, we are visualizing the rapid growth in the use of Artificial intelligence and robotics to automate the simple and the repetitive tasks such as factory work, office work and many back-office duties; and to take many complexes in the organization. A recent study was founded that around 47% of total employment is completely in the high-

Forthcoming Conceptualisation of HR and Its Emerging Technologies | 99

risk category like jobs expected to be automated over the next decade or two.

Technological advancement is often described and fully associated with other rapid changes within the world of work that may be facilitated by the advancement of the technology itself, for example, the disintegration of the traditional employment relationship with the modern one and to be well replaced by gig economy work; an increased completely emphasized on edibility and agility at work; and a new generation or future of employees with multiple different attitudes to the previous workforce. Amongst all of them, the propaganda surrounds the impact of technological advancement on the future of work or even workforce as well. However, it remains pity unclear what are the actual evidence basis in relation to this and what are the different roles of the human resource (HR) functions that will be in support of the organization and its employees in navigating these changes. LITERATURE REVIEW

The classified data immensely identified a number of advanced emerging technologies that are likely to have a huge impact on the future of work and workforce and hence therefore have vital implications for the function of human resource. First and the digital platforms were clearly showed that are to be used commonly within the work and recognized as a central to online marketplaces such as Amazon or eBay and to labour market platforms as well such as Uber or Freelancer.com (Morgan, 2014; Zysman & Kenney, 2018).

Second, AI and machine learning were prominent within the published evidence and mostly applied for data analysis, ending patterns and making predictions (Government Office for Science, 2015). Third, robotics was seen as affecting employment as industrial robots have increasingly taken on routine tasks usually performed by manufacturing workers (Frey & Osborne, 2017). Fourth, augmented and virtual reality (AR and VR) are demonstrated to be playing an increasingly significant role in industries such as healthcare, construction, oil and gas and aerospace (Higgins, 2017). Fifth, wearable devices are increasingly being employed in the workplace to improve employees’ awareness about their personal wellness, to track employees’ progress and plan measures to sustain their engagement (Kim et al., 2012; Moore & Robinson, 2016; Moore & Piwek, 2016; Wilson, 2013).

Finally, block chain a most vital emerging trend was suggested as being used for the transactions and information exchange that requires a high level of security and up gradation (Wright, 2018; Yli-Huumo et al., 2016).These new emerging technologies will present a number of challenges for the HR functioning department and for people management more broadly and largely (Bondarouk & Brewster, 2016; Marler & Parry, 2016; Stone et al.,


2015). Organizations are required to build a strategy for how they can take most Benefits from these technologies, for example to build efficiency in working and to improve the accuracy of decision-making, while also well addressing any potentially negative impacts on employees as well. The role of the HR function in facilitating, or mitigating, the potential effects of latest emerging technologies on the workforce that were presented briefly below.

Recently, Automation and changing skills requirements evidence suggests that there are enormous and most innovative financial incentives for employers to increasingly automated their (currently human) processes (Mark off, 2011) and that advances in automation could dramatically changes the nature of jobs available (PWC, 2017). Realistically, whether a task can be automated depends on the ability of coders to write a set of procedures that will improve the problem specialization and account for every possible contingency (Frey & Osborne, 2017). Despite with this limitation, automation is continuous increasingly being used in areas that require the storing or access of information (Frey & Osbourne, 2017), such as in fraud detection, medical diagnosis (Cohn, 2013; Wolcott, 2018) and law (Mark off, 2011). In addition, the automation of the manual tasks is rapidly increasing widespread, including tasks such as driving (Autor et al., 2003; Veres et al., 2011), cargo handling (Bloss, 2011) and mining (Frey & Osbourne, 2017).

The vital role of HR practitioners in the process of automation is not clear from the evidence, but it would completely seem that they could play a key role in identifying tasks (and thus eventually roles) that could be automated. Perhaps more important however, is the HR function’s role addressing the impact of job losses as a key result of automation (Frey & Osbourne, 2017; PWC, 2017).

Not only should HR practitioners be central to supporting the employees through a period of uncertainty while such decisions are made, they should be responsible for considering how employees can be re-skilled or up skilled in order to replace old or obsolete skills so that they can be retained in the workforce for longer period. The evidence suggests that the type of knowledge, skills, and abilities required by organizations will change. For example, the need for routine cognitive and manual skills is decreasing, while the need for non-routine cognitive and manual skills has increased (Autor et al., 2003).

Research suggests that organizations will need a workforce with increased skill variety, autonomy, and interdependence, as well as increased cognitive, creative, technical and social skills, (Liu & Grusky, 2013; Wegman et al., 2018), to complement machines (MacCrory et al., 2014) and to perform the remaining tasks that are not automated (Makridakis, 2017). The HR function has a key role in ensuring the recruitment and development of


these competencies as well as in designing leader development programmers that consider the new challenges related to managing employees in a modern work context and in coordinating humans and machines (Frey & Osborne, 2017).


1. The main objective of this research is to get an overview of technology trends and applications which employers are using t o manage talent acquisition and retention.

2. To find out the common challenges and their best possible solutions for employers to consider in organization.

3. To know about the impact of emerging technologies on the employees and how it leads to the betterment for future.

NEED OF THE STUDY

1. The need of the study is to understand the Machine learning aspects in HR that are changing the nature of work and the structure of the workplace.

2. It helps HR professionals set the pace with new performance management models, new learning methods, new ways to reduce bias, and new approaches to recruit and train people.

SCOPE OF THE STUDY

1. The research has a major application in the field of personnel management. 2. It takes towards the organization welfare with artificial intelligence,

robotics, etc. 3. It has a wide scope towards maintaining the industrial relations and

solving the grievances and providing the optimal solutions. THE IMPACT OF EMERGING TECHNOLOGIES ON HRM

The scenario suggests a role for the HR function in navigating the changes to work, the workplace and the workforce that are driven by technological advancement. However, it is important to note that emerging technologies have been displaying to also influence the way that organisations usually undertake their HR activities. The principal HR functions of attracting, selecting, developing, motivating and retaining talented employees in organisations remain important, but potentially require different approaches in the future world of work.



Research problems tend to be different from each other and so it requires its own special emphasis and different approach .Since the entire research problem is unique in some ways, the research process has to be typically customized.

The present paper aims at finding the extent to which emerging technologies help in the advancement of a country and its economic growth. The present research is descriptive in nature.

Under this research, the method used is triangulation method, which means using more than one method to collect data on the same topic. This is the way of assuring the validity of research with a variety of methods to collect data on the same topic.

The elimination of obstacles for technological advancement requires a major change in HR technology, which leads to further enhancement of employees and the country’s growth.

The basic requirement in development of technological aspects is to make aware the new working environment for the welfare of employees regarding the existence, the unique identity and the contribution towards the economic growth and development of the country.

FINDINGS

The results identified a large number of emerging technologies that are likely to have a demonstrating impact on the future of work and therefore have implications for the HR function.

Digital platforms are shown to be used commonly within work and are central to online marketplaces such as Amazon or eBay and to labour market platforms such as Uber or Freelancer.com

AI and machine learning were prominent within the published evidence and mostly applied for data analysis, finding patterns and making predictions for future.

Robotics was seen as an affecting employment as industrial robots have continuously increasingly taken out routine tasks usually performed by manufacturing workers.

Augmented and virtual realities are demonstrated to be playing an increasingly crucial and significant role in industries such as healthcare, oil and gas and aerospace.

Wearable devices are increasingly being employed in the workplace to improve employees’ awareness about their personal wellness, to track employees’ progress and plan measures to sustain their engagement.

Finally, block chain was suggested as being used for transactions and information exchange that requires a high level of security.


CONCLUSION

The findings of the evidence review and above discussion suggest that emerging technologies such as AI, robotics, VR and AR, digital technologies, wearables and block chain have the potential to affect work and employees significantly.

The degree and speed of this rapidly increasing impact completely depends to a large extent on developments in the technologies themselves and the willingness of organisations to adopt them as well. This review also indicates that the HR function has a key role to play in helping employees to navigate the changes to the world of work particularly in relation with the skills development, work organisation and mental health.

While the key activities involved in HRM – to support managers in employees in going about their daily work are unlikely to change, the role of the HR function day by day may become even more important or crucial as both the potential benefits and risks of emerging technologies for employees develop.

Whether the HR functions can successfully undertake this role depends upon their own skills development and their own understanding of technologies and their implications. It is suggested that sustaining the digital engagement in the future workplace will become a key part of the HR role.

It is also assumed that the role of the HR function is also to develop and support employees in order to ensure their growth and wellbeing, as well as the sustainability of the organisation, against the backdrop of this technological advancement.

REFERENCES

1. Aswathappa, K. (2008). Human Resource Management. Tata McGraw-Hill Publishing Co. Ltd, 5th Edition, p. 5.

2. Chhabra, T.N. (2008). Human Resource Management. Dhanpat Rai & and Co. Ltd, p. 565.

3. Edwin B. Flippo (1980). Personnel Management. Tata Grow-Hill, New York, p. 5.

4. J.J. Sherwood, “Creating Work Culture with Competitive Advantage’’, Organisational Dynamics, Winter 1988.

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Factors Influencing Retention and Employee Performance in the Advertising Industry

Nandita Singh1 and Dr. Nitin Arora2

1 Research Scholar, Amity International Business School, Noida, India 2 Professor, Amity International Business School, Noida, India

ABSTRACT

Hiring and employee retention have been identified as the “key challenges” in managing and measuring employee productivity, according to a survey conducted among more than 200 HR managers have across industries. The backbone of any organization is the employees working in it. Factors like commitment, performance, behaviour, the stability of employees can affect the growth of a sector or an industry. To analyze these factors data was collected from employees working in advertising agencies. The data were analyzed through SPSS.

Keywords: Employee retention, Hiring, Employee productivity

INTRODUCTION

In the advertising industry, there is a high rate of attrition and employee performance is affected. It is often said that advertising is a people-focused industry, but agencies are not doing enough to build employee satisfaction. It is also observed that people are shifting between agencies thus affecting the overall performance. The biggest challenge faced by the advertising industry these days is not attracting the prospective employee but retaining the talent. Attrition has been a problem for every organization especially in the developing countries like India, there are multiple factors responsible for it like stagnant growth pattern, unclear HR policies, Internal conflicts, etc. It not only affects the morale of other employees but also on the financial position of the organization. As it becomes very necessary for the HR managers to understand the factors that prompt employees to quit an organization, firms are adopting many retention strategies to combat the attrition problem.

Human Resource Management (HRM) is a strategic and coherent approach to the management of an organization’s most valued asset – the people working there, who individually and collectively contribute to the achievement of the objectives of the business. The first HRM concept was made by Fombrun et al. (1984), part of the Michigan school. It said that all the HRM function should work in coordination with the organization strategy. It consisted of four generic processes namely selection; appraisal; rewards and development. The terms “human resource management” and “human resources” (HR) have largely replaced the term “personnel

Factors Influencing Retention and Employee Performance in the Advertising Industry | 105

management” as a description of the processes involved in managing people in organizations. Human Resource Management is evolving rapidly. Human Resource Management is both an academic theory and a business practice that addresses the theoretical and practical techniques for managing a workforce.

LITERATURE REVIEW

According to Guest (1997), performance outcomes can be understood in terms of internal outcomes – employee relation, absence, turnover and external outcomes. There can be different dimensions of HR effectiveness. These dimensions include – Selection and Recruitment, Training, Salary, Appraisal tools. Guest (2002) has argued that the performance of employees depends upon their response to HRM practices in the organization. Wood (1999) and Guest (2002) have said that a highly competent, focussed and committed employee workforce is required to achieve the set HRM practices. Hueslid (1995) in his study found out that the level to which HRM affects the behaviour of employees would define employee performance. The impact of people management on business performance is also affected by the use of different HRM practices like recruitment, selection, etc. (Patterson et al., 1997). Their research found that there is a powerful impact of HRM practices on employee and organization performance. Hueslid (1995) stressed that by the adoption of effective, powerful HRM practices the organization’s goals, and targets can be met. Like a proper recruitment channel if used will prove to be very effective in finding the right talent and thus positively utilizing its capacity and performance. Different ways of training an employee can also affect its performance and it can show ways to achieve the goals and target, which is both, beneficial for employees and organizations. Effective training can help in achieving organizational goals and employee behaviour can be aligned to produce positive results. Singh (2004) also mentioned that compensation plays a vital role in achieving labor performance. It is a mechanism to align employees and company goals together. Career development is a tool to align strategy, with HRM practices, and encourages employees to achieve personal goals and satisfaction (William et al., 1996). Incentives and rewards are more beneficial for an organization to get employee loyalty (Summers& Hayman, 2005). The use of best HR practices shows a stronger association with the firm’s productivity in the industry (Datta et al., 2003). These findings play a significant role in our study as we have taken up the advertising industry in India. Ichniowski (1995) while researching steelworkers found that HR practices affect worker’s performance. Majority of previous research has verified the significant relationship between HR practices and Employee Outcomes (Sels, 2006) Collins (2005) in the


research of similar nature targeting small business have found that effective HR practices impact employee outcomes significantly (employee outcomes used by them were different from ours). A research conducted by Chew, Y.T. (2005) has found that various HRM practices played a vital role in gaining employee performance and organization prosperity.

METHODOLOGY

Site and Subjects

The study site was provided by the advertising agencies of the Delhi NCR region that have distinguished themselves in the advertising industry. These agencies deal with various clienteles of different sectors (e.g. FMCG, Automobile, Telecom, Electronics and various services). The study respondents were the employees of the operational level in advertising agencies. These employees voluntarily participated in the study. The sample size taken is 30. The instrument used is a questionnaire. It had different sections covering various HR aspects like recruitments; salary; performance appraisal; incentives and rewards. The approach used was the Likert scale. Then using the SPSS tool, the responses are analyzed.

Results

When the collected data were analyzed, the results show that there is a growing recognition of the importance of the employee organizational link. This institutional feature is facilitated by a common set of HRM activities to achieve employee performance and organizational prosperity. Each HR activity represents the various creative approaches undertaken by the study companies to motivate and retain talented cadres. These HRM activities are recruitment, salary and compensation, training and development; performance appraisal methods, incentives and rewards and as well as promotion and career advancement. These categories provide the underpinning for the presentation of the following results.

Recruitment

Recruitment is the process of finding and attracting capable applicants for employment.

Table 1: Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Pearson’s R Interval .259 .146 1.419 .167c

N of Valid Cases 30


Table 1 shows that there is a very low correlation between the Recruitment practices and employee performance appraisal method. The job description provided at the time of hiring did not help the employee to perform in a better way. The evidence reveals that the ways the employee is informed about the job and its responsibility the better he can perform in the organization.

Salary and Compensation

Compensation is the remuneration received by an employee in return for his/her contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees. Compensation is an integral part of human resource management, which helps in motivating the employees and improving their performance.



Interval by Pearson’s R Interval .150 .129 .805 .428c

N of Valid Cases 30

Table 2 illustrates the salary is moderately correlated to the employee performance appraisal method. The clear understanding of salary break up and categorizing of the salary helps an employee to understand his capability and achievement. This will also help an employee to take career decisions in the future.

Training and Development

Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in a structured format.

The modern approach to training and development is that Indian organizations have realized the importance of corporate training. Training is now considered as more of a retention tool than a cost. The training system in the Indian advertising industry has been changed to create a smarter workforce and yield the best results.



Interval by Pearson’s R Interval .183 .212 .985 .333c N of Valid Cases 30


Table 3 shows that there is a low correlation between training and employee performance. Training and development are some of the main HR Strategies that any organization can effectively use to increase the performance of the employee.

Performance Appraisal

There are different ways of performance appraisal methods used by organizations. The different methods are Critical Incidents Method, i.e. the approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Performance ranking method i.e. his is based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Management by Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. 360 Degree Performance Appraisal, i.e. a technique which is a systematic collection of performance data on an individual group, derived from several stakeholders like immediate supervisors, team members, customers, peers and self. The most frequently used method is the Performance ranking method by the organization.

Reward and Incentive


Value Asymp. Std. Errora Approx. Tb Approx.

Sig. Interval by Pearson’s R Interval .299 .175 1.655 .109c

N of Valid Cases 30

Table 4 shows that there is a very low correlation between employee performance appraisal methods and incentives. The employees are not satisfied with what they are rewarded in comparison to their performance level. Due to this employee performance gets affected. Career Advancement


Value Asymp. Std. Errora

Approx. Tb

Approx. Sig.

Interval by Pearson’s R Interval .333 .193 1.867 .072c

Ordinal by Spearman Ordinal Correlation .354 .191 2.002 .055c

N of Valid Cases 30

Table 5 shows that all the study company’s career advancement programs are positively correlated to employee performance. A proper career


advancement program helps the employees to enable to make sound career decisions. The agencies should take more initiative to convince employees for a better future in their organization.

If we look at all the parameters of HRM, we can see all of them are correlated to each other. The chart below explains all:

Table 6: Correlations

PAM Recruitment Salary Training R&I CD Pearson Correlation

PAM 1 Recruitment 0.259 1 Salary 0.15 0.338 1 Training 0.183 -0.081 0.007 1 R&I 0.299 0.196 0.304 0.475 1 CD 0.333 -0.129 0.264 0.246 0.184 1

*Where PAM-Performance Appraisal Method; R&I-Reward and Incentives; CD-Career Development

We can see from Table 6, that there is a positive relationship between Recruitment; Performance Appraisal Method Salary and Reward and incentive. However, Training and Development are negatively correlated to recruitment. This shows that there needs to be some change made in the training of employees and their career development programs concerning recruitments methods.

In the following table, using regression we can also confirm what all practices are significant predictors for the performance appraisal method.

Table 7: Coefficients

Model Unstandardized

Coefficients Standardized Coefficients t Sig.

B Std. Error Beta (Constant) .180 1.061 .169 .867

Recruitment .370 .238 .306 1.551 .134 Salary -.094 .185 -.105 -.510 .615 Training .024 .168 .030 .141 .889 Reward and Incentives .144 .165 .190 .874 .391 Career Development .342 .187 .358 1.831 .080

From Table 7, we can say that Recruitment, Rewards and Incentive, and Career Development are significant factors in determining the Performance appraisal methods. Whereas, Salary and Training are not significant factors for appraisal method.


In general, advertising agencies need to plan more on the recruitment and reward aspects to manage employee performance. The growing concern to maintain dedicated personnel capable of fulfilling corporate vision has led corporations to continually search for techniques to improve and strengthen the employee organizational link. The research findings of this study reveal that the advertising agencies are trying to fulfil the needs to attain employee performance to a higher level. The study shows that employee performance could be enhanced through meeting the needs of the individual as well as the organizational needs. One of the many approaches is recruitment methods. The other approach can be the increase in training sessions or plans according to the job nature of employees as well as keeping hi future needs for the job in mind.

CONCLUSION

To understand the features of HRM practices, this paper has analyzed the different HRM practices and their effects on employee performance. An appealing finding was that career development is favourably correlated with employee’s performance. The communication between organizations and employees about career opportunities and prospects if well defined leads to high performance. The salary structure well defined and competitive in the industry also motivates an employee to perform well in the organization. Recruitment and Incentive were relatively less correlated. The recruitment plans and projections need to be more focussed and it should be more clear as to what the job description is and what all roles and responsibilities an employee is about to get in the job he is selected for. For an employee, incentives are a very crucial role in his motivation and as an appreciation of his work. This influence has translated into the HR activities common factors and many differences in enhancing employee performance to achieve prosperity. This paper also demonstrated that while a focus on career development plans and competitive salary packages to attract and retain employees is effective in indicating job motivation, other strategic HR practices are extremely important in reducing staff turnover.

REFERENCES

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Role of Artificial Intelligence in Human ResourceAkancha Priya and Krishan Kumar Chaudhary

Student, Institute of Management Studies University Courses Campus

ABSTRACT

Artificial Intelligence brings some changes in the HR industry, including staff forecasting, hiring talents and personalizing employee experience. HR managers can get a general model or pattern, and then do some prediction, such as the turnover of the employees, the packages that are most likely to appeal to employees, etc. Artificial Intelligence is also able to free HR staff from boring resume scanning work by utilizing Natural Language Processing. Using Artificial Intelligence for resume scanning can not only target the employees who are most fit the companies’ requirements, but also save the time of HR staff so that they can make more effort on human service work. Besides, Artificial Intelligence in the HR industry could support employees to find the right information, with lower costs, in less time and in a secure manner by using Chabot. The conversational AI solution uses a machine-learning capability—Natural Language Processing can personalize workers’ user experience and make working easier and more efficient. Why is AI different from ordinary software? Three core components—high-speed computation, a huge amount of quality data and advanced algorithms differentiate AI from ordinary software. Core AI technologies provide better accuracy and stability to everyday processes using an algorithm that connects quality data with fast computation services. AI technologies offer significant opportunities to improve HR functions, such as self-service transactions, recruiting and talent acquisition, payroll, reporting, access policies and procedures. We are living in an era in which AI capabilities are reaching new heights and have a major impact on how we operate our business. Human resources executives have faith that merging AI into HR administration functions will benefit and improve the overall employee experience. This will provide more capacity, more time and budget, and more accurate information for decisive people management. AI-based HR applications have strong potential to raise employee productivity and help HR professionals become knowledgeable consultants that boost employee performance. HR applications empowered by AI can analyze, predict, diagnose and become more powerful and capable resources.

Keywords: Natural language processing, Human resources, Talent management

INTRODUCTION

What is artificial intelligence (AI)? Artificial intelligence (AI) refers to the technology used to do a task that requires some level of intelligence to accomplish—in other words, a tool trained to do what a human can do. Why is AI different from ordinary software? Three core components—high-speed computation, a huge amount of quality data and advanced algorithms


differentiate AI from ordinary software. Core AI technologies provide better accuracy and stability to everyday processes using an algorithm that connects quality data with fast computation services. AI technologies offer significant opportunities to improve HR functions, such as self-service transactions, recruiting and talent acquisition, payroll, reporting, access policies and procedures. We are living in an era in which AI capabilities are reaching new heights and have a major impact on how we operate our business. Human resources executives have faith that merging AI into HR administration functions will benefit and improve the overall employee experience. This will provide more capacity, more time and budget, and more accurate information for decisive people management.

Humans and learning machines are working together to produce an ever-increasing amount of HR data in the cloud, and the use of artificial intelligence analyses offer better insight into how to execute and operate. The success of any organization depends on how effectively it combines people, process and technology intelligently to deliver transformational value at optimized cost. AI will help to efficiently automate many back-office functions for reliable HR transactions and service delivery.

What are the Barriers to Adopting AI Technologies?

What is causing the slow adoption of AI in this field? Financial barriers can be blamed for the lack of wider tool implementation to assist in HR administrative tasks.

• Talent gap: it can be expensive and hard to find properly educated or skilled people.

• Concern over privacy: confidential HR data must be accessed securely and available only to the authorized person.

• Ongoing maintenance: as with other innovative technologies, AI requires deep learning and regular review and updates.

• Integration capabilities: data availability is limited, due to the HR trend toward SAAS (Software as a Service).

• Limited proven applications: many products and services are feasible based on proof of concept only.

TYPES OF ARTIFICIAL INTELLIGENCE

Artificial intelligence is seen as the next wave of technological advancement with tools that can think, plan, and execute tasks that mimic human performance without stress or the need for the break from work.1. Voice recognition: This type of AI can convert text into words, vice

versa, search internet sites, videos, podcasts and broadcasts for key


phases, subject, and deliver the information automatically to other analytics programs and on-demand in the preferred format of speech and text.

2. BOTS: The usefulness of bots extends to learning, chatting, asking questions, giving directions, recalculating routes and other useful functions.

3. AI Algorithms: AI algorithms are systematic instructions that guide AI functions. Sophisticated algorithms can be set to automate many HR functions such as gathering business intelligence, disseminating information to the right stakeholder, monitoring key performance benchmarks and tracking outside interests.Artificial intelligence (AI) has been changing our lives for decades, but

today its presence is bigger than ever before. Sometimes, we do not even realize it when a new AI-powered system, tool, or product appears and outperforms us, humans. AI is affecting human life on all kinds of levels varying from: • The automation of tedious, time-consuming tasks to;• The augmentation of human capabilities and;• The amplification of human functions

The benefits of AI and automation for HR and the workforce do not come instantly, however. It is a journey and one can see the short-term benefits of this journey in automation, the medium-term benefits in augmentation and finally the long-term benefits in the amplification of human activities or tasks.

According to Personnel Today, 38% of enterprises are already using AI in their workplace with 62% expecting to start using it as early as this year. According to Bersin by Deloitte, 33% of employees expect that AI will augment their jobs in the near future.

Artificial intelligence is present in virtually every major industry from healthcare to advertising, transportation, finance, legal, education, and now inside our workplaces.

We are already increasingly using chat bots and virtual assistants in our personal lives and now we can expect to use them in the workplace as well. For example to assist us in finding new jobs, answer FAQs, or receive coaching and mentoring. The use of artificial intelligence in organizations could help us to create a seamless, more flexible, and more user-driven employee experience.

HR Challenges in Artificial Intelligence

Automation and artificial intelligence can be useful in different HR areas such as recruitment, talent management and, of course, administrative


management. The main purpose of these technologies is to free HR from time-consuming missions to focus on high value-added tasks.

Recruitment and Internal Mobility

Process automation can have many benefits for HR. The opportunity to propose, during the selection phase, different services to your recruiters in order to increase their pipeline of candidates and to identify more easily the quality applications. These pre-interviews can take different forms (questionnaires, videos, personality tests) to refine your selection more efficiently.

The algorithms and the augmented intelligence detect the skills of the candidate even if he has not described them explicitly through his experiences. The questionnaires are an excellent way to better select candidates and have a better view of their technical and behavioral skills. This automation allows a faster and more targeted selection of candidates based on the company’s expectations, allowing recruiters to gain considerable time when processing applications.

Training

On the same reasoning as internal mobility, employees can be automatically offered training based on the profile and skills they wish to develop or acquire. For example, it is possible to fill out a questionnaire on the aspirations and interests of employees. These responses will then be analyzed and the system will offer the training courses that are most suited to the employees’ expectations.

The Benefits of an Automated, Intelligent and Digital HR Process

• Time savings, productivity gains: With shorter and faster processes, your HR employees have the opportunity to save time. They can focus on missions for whom they have value and experience to improve their performance and productivity.

• A better employee experience: This is one of the 6 challenges of the HR function in 2019. Offering employees tools that facilitate their daily lives helps to develop their engagement and satisfaction, for the benefit of the employer brand.

• Optimized exploitation of data: The data collected through an HRIS and linked to the functionalities of Artificial Intelligence will allow HR to obtain a clearer view of the performance of employees, their career aspirations. The company will be able to exploit HR data when making strategic decisions.


Artificial intelligence and all automated processes will continue to grow in the coming years and will push the boundaries of human resource management further.

CONCLUSION

The world is moving faster with new technologies, and it is easy for organizations to make missteps. Artificial intelligence is not the perfect solution, and it has lots of challenges and limitations. The major problems are data privacy. Artificial Intelligence is all about analyzing, breaking down and transforming data into a humanized format, which is easy to interpret and study.AI has steadily gained importance across all verticals of organizations like Marketing, HR, I.T, Sales to name a few. With the staggering influx of data in the human resource arena, artificial intelligence has started offering an ocean of insight in key areas that often go unnoticed such as productivity, managerial effectiveness, employee engagement, and talent assessment to name a few. This has helped HR managers to understand their workforce in a much better way and foresee workforce trends as well as identify problem areas well in advance.

More importantly, AI also helps in solving one of the most critical challenges faced by HR people today i.e. creating and executing strategies for improvement, all by suggesting specific actions to tackle these problems well ahead of time. Since HR is a strategic business function, there is a vast scope in this vertical to adapt to newer technologies, for example, software applications like Human Capital Management have successfully embedded AI functionalities into its core-processing engine and have proved to be a game-changer. We do need to adapt ourselves to AI and the reason is simple – evolution. Technology is evolving and we need to stay abreast with it or risk losing our relevance to machines just as some artists had envisioned.

Impact of E-Recruitment on Effectiveness of HR Department in Private Sector

Santosh Shah and Nidhi SharmaAssistant Professor IMS, Ghaziabad University Courses Campus

ABSTRACT

Purpose: Human Resource (HR) department is one of the most vital departments in any modern organization. Many research studies until date have concluded that HR department plays an important role in the success of any organization. Amongst the various activities, which an HR department expected to conduct, Recruitment holds special importance, as it is concerned withbringingpeopleintotheorganization.Thisresearchpaperaimsatexploringtheimpact of latest technological developments (especially the concept of E-Recruitment) in the context of recruitment and how it has facilitated the modern day of HR managers. Private Sector is one of the largest and fastest growing sectors and it is generally believed that the private companies have well established HR departments that tend to utilize modern technology to assist them with the recruitment activities. Thus, it is only logical to assess the effectiveness of this technology through the example of private sector. Design/methodology/approach: The Causal research is conducted in order to identify the extent and nature of cause-and-effect relationships. Data collected from research articles, annual reports, various books, journals, and structured questionnaire was developed to collect data from the HR professionals, like Head of HR, HR mangers, Deputy & Assistant HR managers, HR Executive, and HR coordinators of private companies located in NCR. Statistical tests like, descriptive analysis, normality, reliability correlations, regression test were used to generate the results. Findings: The concept of E-recruitment has to develop since it is still at its embryonic stage. Various studies have been taken for the understanding of & E-recruitment. Purpose of this study is to find the impact of E-recruitment on effectiveness of HR Departments. This paper proposes a various aspect for enhancement, which can be, develop for the future. Contribution: Study will make theoretical as well as practical assistances together with a definition of Recruitment & E-recruitment. It will provide some conceptual support for the current situation, which will develop further new aspects. It will also identify the new horizon for the awareness of E-recruitment. Practical implications: This study recognizes the critically important for the change E-recruitment and their effectiveness of HR Department in private sector. Importantly it provides a direction which HR department can use as a base for improving further. It also advocates that it is useful to have clear objectives related to E recruitment. Originality/value: The results that can be pinched from this study will be of great input for the practitioners, research scholars and academician. However, in the evolving nations such as India, very restricted number of researches has been

Impact of E-Recruitment on Effectiveness of HR Department in Private Sector | 119

conducted. The result has proved that E-recruitment has significant impact on effectiveness of HR Department in private sector.

Keywords: E-recruitment, Human resource management, Private sector

INTRODUCTION

In advanced countries where economic positions of the country were changing, large companies began delegating the powers of the chief executive to various operational heads such as production, marketing, procurement and most importantly the human resource department. As Armstrong (2006) states that, the purpose of establishing separate HR departments was to hire talented people against these vacant job positions. With an unprecedented increase in the dynamicity of the business environment, the nature of job is changing every day. Recruitment is one of the most basic functions of HR departments (Chapman & Webster, 2003). It is a process of sourcing and acquiring the right applicants to an organization. This process comprises of a series of steps through which an organization seeks and attracts a pool of qualified applicants using various feasible recruitment methods (Fisher et al., 2014).The modern day market is driven by the concept of skill development, There is an increased awareness amongst the companies about recruiting and matching the right resource for the right job and at the right time. However, traditionally the situation was very different, as Sills, M. (2014) stated that the recruitment processes within the companies began to get civilized after 1990s. Various organizations began to hire recruitment agencies for performing their recruitment related activities. These agencies were responsible for hiring technical and non-technical staff for these companies. According to Holm, A. (2010), as the industries began to offer new jobs on daily basis. These companies preferred to hire people on daily wages. However, after the industrial revolution in the 1990s, the industries began to seek more technical and trained person for increasing productivity and the quality of the product Sills, M. (2014).

The traditional recruitment methods are contacting friends or employee referrals, engaging in executive search, using newspaper ads etc. Holm, A.B. (2012). Whenever changes occur in company’s policy, technology, location, mergers, acquisitions, employee resignation, this process continues to take place periodically to add maintain or re-adjust the workforce. As global competition persists and industries become more skill intensive, the recruitment of talented workers becomes essential and attracting the right applicants at the right time gets complicated than ever Tohidi, H. (2014). Many organizations have turned to adopt sophisticated recruitment strategies or combining various recruitment methods to attract them. (El-Gohary, 2012).


The rapid growth in technology has brought many changes in each department of organization (Awang et al, 2013). Many employers are adopting the modern techniques for recruitment & selection process to find the best suitable candidates. According to Bartram (2000), in the modern world, the recruitment activities are incomplete without the world of internet. In early 2000, the concept of job boards was introduced into the job market. Monster.com was the first recruitment site established in same year (Ensher et. al, 2003). E-recruitment is the latest method of recruitment. Internet can be used as the latest equipment for recruitment and selection. It is a real technological innovation for job seekers and employers (Parry, E. & Wilson, H. 2009). The concept of e-recruitment started in HR journals from the mid of 1980. Later on, the development in technology makes HR more effective. The concept of E-HRM was introduced in market in 2000 Sills, M. (2014).

The situation in India is not different also like other developing countries. Here the large firms also stressed on the E-recruitment after the technological innovation (Ahmed, S., Tahir, H., & Warsi, S.W. (2015). In Delhi NCR, many “Job Boards” are working, like timesjob.com, naukri.com, indeed.com and some other social sites like LinkedIn. These jobs boards spread the awareness about the job amongst the job seeker. Therefore, this is the right time to explore if e-recruitment initiatives in a relatively less developed region like Delhi NCR are having any impact on balancing the HR supply chain and that if the HR departments within these companies have improved their efficiency or not. This research study is a unique research effort, as very few researchers (till date) have attempted to explore this area. The results of the study can benefit the HR departments of the private sector companies in Delhi NCR; can facilitate them in designing and implementing e-recruitment technologies within their organizations. This study will determine the effectiveness of such systems and their scope in future.

LITERATURE REVIEW

Human Resource management consists of three words, i.e. human, resource and management; Human: refer to the skilled workforce of an organization, Resource: refer to limited availability or scarce, while Management: refer to maximize or proper utilization and make best use of limited and a scarce resource (Malik, 2013). The basic function of HRM is dealing to issues related to employees. HRM functioning started from attracting to individuals, selecting the right person and train as per requirement of jobs (Chapman &Webster, 2003). It is also assessing the ability of the person regarding to the requirement of the job. HR department also measure the performance of employees and granted the right compensation. Parry E., & Tyson S. (2008) .The responsibilities of a human resource manager fall into


three areas: defining/designing the work, staffing, employee compensation and benefits (Demirkaya, H. et al., 2011). Recruitment is a main element of human resource management; this function produces human capital for companies. Performance of companies is based upon the better performance of employees (Fisher et al., 2014).

Recruitment relates to reaching out, attracting and ensuring an availability of qualified persons and then finding out right persons Lockyer, C & Scholaries, D (2004). The recruitment process includes, analyzing the requirements of a job, attracting employees for job, screening and selecting applicants, hiring, and integrating the new employee to the organization Furtmueller (2012). According to Oliver D.C (2015), recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs. The recruitment sources divided into two categories and these are “Internal Source” recruitment through by transfer or promotion, employee referrals former employee’s dependents. “External Source” recruitment through advertisements, educational institute, placement

Agencies, employment exchange, labor contractors, factory gate and job portals (M. Badger et al., 2014). Recruitment process is the backbone of the industry and like other business function; it also needs for continuous improvement (Chauhan, et al., 2013)

The word e-recruitment used first time in the article published in era of 1990s. (Bodea, et al., 2003). In 20th century, E-recruitment became more popular Holm, A. (2014). E-Recruitment consists of two parts. E and Recruitment, E stands for Electronic and recruitment is process of hiring the right persons for right job. E-Recruitment is the latest method of recruitment in which technology (internet) play an important role. Companies own websites or jobs boards are involved to finding, attracting, assessing, interviewing and hiring new persons Oliver, D.C (2015). E-Recruitment is helping the employers can save their time and resources. It is easy to use the recruitment software to shortlist the candidate and the employers can save the data of the applicants (Chapman & Webster, 2003). E-Recruitment has brought the changes in the life of companies and staff through increasing the productivity and wealth of employer and employees Sharma, V. (2010). Through internet, we use the tools ranging from online newspapers, jobs sites, social sites and online radio stations. Companies have conducted interviews through Skype, Viber or any other online source Marler, J.H & Fisher, S.L. (2013). E-Recruitment is helping the recruiter to hire the talented staff. Larger pool of applicants is attracting due to E-Recruitment (Parzinger, M. et al., 2013). Cost saving and attracting the large pool of candidate are most important factors of E-Recruitment. Many researchers agreed on, that E-Recruitment is helping the applicant better than the traditional


recruitment Sills, M (2014). The burden of work on HR Mangers, recruitment agencies has reduced because of E-Recruitment techniques Galanki E (2002). E-recruitment has increased job satisfaction (Walker et al., 2009). E-Recruitment is helping the recruiter in shape of reduced the recruitment cycle Gopalia, A. (2011). It has become very easy to short-list the required technical persons through e-recruitment (Wang et al., 2013). Employers will need to keep profile of employee data and information, and for this purpose database, management is very important. Database will verify the candidate’s background, education, driving license, criminal records and previous employment. This will be helpful in consistency and efficiency in recruitment process (El-Gohary, 2012). E-recruitment is facilitating the job seeker better than traditional recruitment (Khan et al., 2011). Therefore, it is the need of time to adapt the Electronic system Ramaabanu & Saranya (2014). According to Shah et al. (2013) described that; the concept of E- recruitment is not too old in India. Technology is the sign of development Teo, T. (2012) New Technologies used for the improvement in productivity. The technological assessment tools are increasing the efficiency and durability of the product Agenyi, B. (2013). According to the research of Subhani, M. et al., (2012), Candidates was mentioned fake certification and experience in their CVs. Therefore, in developing countries, the first choice of recruiter is to meet the applicants face to face for recruitment process. Similarly, Kerrin and Katley (2003) pointed out that outdated job postings are another important issue in E-Recruitment system for employer and as well as for applicants. Old job posts and website designing, where jobs portals are not properly visible to the visitors created

Hurdles for job seekers (Khan, N. et al., 2012).The organizations may find success with online recruitment if they will adopt an appropriate strategy for their use and implementation Nasri, W. & Charfeddine, L. (2012). The adoption of E-system effectively and its proper implementation are basic requirement of increasing the productivity of organization and performance of employees (You & Ash, 2014).

Private sector plays an important role for development of Delhi NCR. Workforce (human Capital) is the base of an organization so many private industries shifted their recruitment system on online. (Khan, N. et al., 2013). The easy access of internet to Delhi NCR people is providing them with an opportunity to apply against multiple jobs at the same time. According to Kazi, A.K. & Mannan, M.A. (2013), after the successful experiment of E- recruitment in Modern World, Delhi NCR employers are also interested and want to implement the system. Nearly 80 to 90% of the large firms have their own website and they use it for recruitment due to low cost and quick response Imam, H. & Batool S.N. (2013).


RESEARCH FRAMEWORK

The thorough analysis of the relevant literature enables the researcher to develop a theoretical framework of a research study. According to several researchers, theoretical framework is the base of the research project. It is logically developed, described and elaborated network of association among the variables deemed relevant to the problem situation and identified through such process as interview, observation, the literature survey. The following model is being proposed as the theoretical framework for this study:

Theoretical Framework

Hypotheses Development

Based upon the conceptual framework developed for this study, the following are the proposed hypotheses statements: • H1: E-recruitment has significant impact on Effectiveness of HR

Department in the private sector of Delhi NCR. • H2: E-Recruitment has a significant relationship with Effectiveness

of HR Department in terms of attracting a better and larger pool of applicants in the private sector of Delhi NCR.

• H3: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of cost effectiveness related to recruitment activities, in the private sector of Delhi NCR.

• H4: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of reducing the recruitment cycle, in the private sector of Delhi NCR.

• H5: E-Recruitment ha a significant relationship with Effectiveness of HR Department in terms of providing consistency in the recruitment process, in the private sector of Delhi NCR.

• H6: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of facilitating the potential job seekers, in the private sector of Delhi NCR. This research study is a Causal Research Study, i.e. it is being conducted

to identify the extent and nature of cause-and-effect relationships. Sekran (1990) defines causal research as a research conducted to investigate issues. Causal research conducted in order to assess impacts of specific changes on existing norms. Causal Research is quantitative in nature as well as preplanned and structured in design. This research study is also Quantitative in nature and involves numbers and many statistical tests. Survey Questionnaire used to gather data from the respondents.


RESULTS AND DISCUSSIONS

This study is falling in the category of behavioral sciences, so Cronbach’s Alpha has been used to ensure the reliability of instrument. An instrument having the Cronbach’s Alpha value near to 0.7 considered “accepted” as the reliable instruments. The Cronbach’s Alpha value for total number of items included in instrument, which is 0.839. The value is very close to 0.7. In hence, it can be said that questionnaire being used for current study is reliable to collect data.

H1: E-recruitment has significant impact on Effectiveness of HR Department in the private sector of Delhi NCR.

E-Recruitment has a significant relationship with Effectiveness of HR Department. Thus, the hypothesis is accepted. The T-value is 15.279, which shows that predictor power of independent variable (E-Recruitment) is quite high, while estimated EHRD. The beta coefficient is .723 at P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.723 unit increase in dependent variable (EHRD). Adjusted R2 = .521 the value of tolerance is close to 1 which shows that there is no problem of Multicollinearity in the data.

H2: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of attracting a better and larger pool of applicants in the private sector of Delhi NCR.

E-Recruitment has a significant relationship with finding the better quality of applicants. Thus, the hypothesis is accepted. The T.value is 12.019, which shows that predictor power of independent variable (E-Recruitment) is quite high, while estimated finding the better quality of applicants. The beta coefficient is .636 at P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.636 unit increase in dependent variable (finding the better quality of applicants). Due to the E-Recruitment, companies/organizations find the better quality of applicants. Adjusted R2 = .401 the value of tolerance is close to 1 which shows that there is no problem of Multicollinearity in the data.

H3: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of cost effectiveness related to recruitment activities, in the private sector of Delhi NCR.

E-Recruitment has a significant relationship with cost effectiveness. Thus the hypothesis is accepted The t-value is 12.019, which shows that predictor


power of independent variable (E-Recruitment) is quite high, while estimated cost effectiveness. The beta coefficient is .636 at P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.636 unit increase in dependent variable (cost effectiveness).Adjusted R2 = .401 the value of tolerance is close to 1 which shows that there is no problem of Multicollinearity in the data. The process of E-recruitment is cost effectiveness.

H4: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of reducing the recruitment cycle, in the private sector of Delhi NCR.

E-Recruitment has a significant relationship with Reduced Recruitment Cycle. Thus, the hypothesis is accepted. The t-value is 13.727, which shows that predictor power of independent variable (E-Recruitment) is quite high, while estimated Reduced Recruitment Cycle. The beta coefficient is .685 at P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.685 unit increase in dependent variable (Reduced Recruitment Cycle). Recruitment Cycle reduced due to the E-Recruitment. Adjusted R2 = .469 the value of tolerance is close to 1which shows that there is no problem of Multicollinearity in the data.

H5: E-Recruitment ha a significant relationship with Effectiveness of HR Department in terms of providing consistency in the recruitment process, in the private sector of Delhi NCR.

E-Recruitment has significant relationship with consistency in recruitment process. Thus, the hypothesis is accepted. The T-value is 11.029, which shows that predictor power of independent variable (E-Recruitment) is quite high, while estimating that recruitment process becomes consistent. The beta coefficient is .531 at P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.531 unit increase in dependent variable. Adjusted R2 = .304 and the value of tolerance is close to 1which shows that there is no problem of Multicollinearity in the data.

H6: E-Recruitment has a significant relationship with Effectiveness of HR Department in terms of facilitating the potential job seekers, in the private sector of Delhi NCR.

E-Recruitment has a significant relationship with facilitation of job seekers. Thus, the hypothesis is accepted. The t-value is 13.379, which shows that predictor power of independent variable (E-Recruitment) is quite high, while estimating facilitation for job seekers. The beta coefficient is .676 at


P value <.000, which implies increase in one unit of independent variable (E-Recruitment) cause 0.676 unit increase in dependent variable (facilitation of job seekers). The job seekers feel more confident and convenient applying online for a job, as it is easier for them to submit their resumes and get a timely response from their potential employers. Adjusted R2 = .454 the value of tolerance is close to 1which shows that there is no problem of Multicollinearity in the data. The results of the study clearly indicate that the organizational culture plays a vital role in adoption of e-recruitment technologies. As Dhamija (2012) suggested that adopting E-Recruitment, technology requires a coordinated effort between the top-level management and the employees. The privates companies related to service providing are making an effort in bringing some change in the HR policies and practices in India. They are happily using latest technological solutions for their HR activities. Abel, S. (2011), who stated that service sector industries have adopted internet as the primary communication tool. They prefer using this medium of communication with internal and external contacts. Similarly Ngai et al. (2008) also stated that service sector industries are investing more on technological solutions related to HR. They are developing their own data bases, which have the capacity to store large size of data. Through this initiative they are able to collect applications from all the over the world and hence the recruit the best possible talent. According to Martins, C. et al. (2014), service sector industries are particularly interested in the auto-screening functionalities provide by the e-recruitment software. The result shows that E-recruitment has significant relationship with attracting better quality of applicants (r = 0.664). The impact of E-recruitment on better quality of applicants is accepted. This is in accordance with the study of Katou and Budhwar (2006) and Galanki (2002). Similarly, a large set of job seekers are being facilitated using the e-recruitment technology (r = 0.663). The availability of internet across the country and strength of web users is increasing day by day. Nearly 10 billion people have access to internet in Pakistan. Web surfing is also easier and cheaper due to the growth of broadband. Resultantly the E-recruitment is becoming easier than any other method of recruitment, therefore large number of applicants used online recruitment. This trend is consistent with the studies of Awan, Ghouri and Khan (2013), Carrillat, F. et al. (2014) suggested that e-recruitment is the only method through which an applicant can apply for a job 24 hours and 7 days a week, without any restriction. The potential applicants in Pakistan are beginning to understand such benefits of online recruitment. The result shows that E-recruitment has significant relationship cost effectiveness (r = 0.613 for using own website and r = 0.471 for using external job boards). E-recruitment is helping to save costs, like administrative and operational


costs involved in the traditional recruitment processes. Chuhan, R.S. et al. (2013) and Carrillat, F. et al., (2014) reported the same finding. E-recruitment has very significant relationship reduced recruitment cycle (r = 0.748). Due to E-Recruitment, the recruitment cycle is reduced. The impact of E-recruitment on reduced recruitment cycle is accepted. It may possible, that all recruitment process can be completed in 24hours.The processes run quickly as compared to the traditional recruitment. Feldman, D.C. & Klaas, B.S. (2002) and Faliagka, E. et al. (2012), reported the same finding. The result shows that E-recruitment has significant relationship with consistent in recruitment process. The impact of E-recruitment on consistency in recruitment process is accepted. The results of this hypothesis are consistent with the studies of Pin, Laorden and Diez (2001) and Ventura, M.G.G., & Bringula, R.P. (2013). E-recruitment has significant relationship with facilitation for job seeker. The impact of E-recruitment on facilitation for job seeker is accepted. The same finding has reported by (Awang, M., Ghouri, A.M., & Khan, N.R. (2013) & Ahmed, S., Tahir, H., & Warsi, S.W. (2015).

RECOMMENDATIONS FOR HR DEPARTMENT

Based upon the results generated in this study and the fact that technology adoption is not acting as a moderator between e-recruitment and HRSCM, the following recommendations can be made to the HR departments operating in the private sector companies of Delhi NCR: • There is a need to conduct a “coordinated” effort in designing,

implementing and then using technological solutions within the Delhi NCR companies. The general impression is that a technological solution, e.g. e-recruitment solution is imposed on the employees by the top-level management. The middle level or first level management are unable to understand the benefits of technology and therefore treat this system as a burden using a system unwillingly surely reduces its effectiveness.

• There is no need to implement comprehensive and complete technological solutions at once. The systems should be implemented component by component. The target should be to familiarize the employees with new systems. Spending large budgets on systems, with which the potential users are uncomfortable, is one of the common reasons for low technology adoption in the organizations Delhi NCR.

• The websites or web portals through which some of the companies are conducting their recruitment efforts should be attractive and user friendly. These web portals should be developed from the applicant perspective, i.e. to provide more facilities and ease to the applicants.

• The company HR databases should be regularly updated.


• Training must be provided to all HR persons for increasing their capabilities to deliver the proper result and actual benefits of E-recruitment.

• Develop a monitoring system to evaluate and assess the post-hire performance levels of employees recruited to assess the overall effectiveness of E-recruitment.

LIMITATIONS

Although every effort has been made to conduct a comprehensive research study, yet due to time and budget constraints, limitation of the study:

The dataset of the study comprises of responses from 440 people, spread across Delhi NCR. The scope of the research can be enhanced by adding more respondents and more organizations operating in different region in country.

FUTURE RESEARCH AREAS

Several areas can stem-out from the results generated from this study, such as: • The potential future research areas in this domain can be an analysis of

the public sector organizations in Delhi NCR. • More importantly, a comprehensive study that discusses the possibility

of implementing complete HR Management Information Systems in Delhi NCR companies can also be conducted.

• Likewise, the impact of E-Recruitment on Effectiveness of HR Department could be compared between Private and Public sector or service industry and manufacturing industry or large and small industries.

• Further research on employer behavior towards technology adoption is also a very important area of research.

• This study can also be replicated with a bigger sample size.

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IMS GHAZIABADUniversity Courses Campus, NH-9,

Adhyatmik Nagar, Ghaziabad, Pin – 201015, India.www.imsuc.ac.in

EditorsDr. Sapna RakeshDr. Geeti SharmaDr. Shilpi SarnaProf. Yagbala KapilProf. Vanchan TripathiProf. Nidhi Srivastava

Editors: Dr. Sapna R

akesh • Geeti Sharm

a • Shilpi Sarna

Yagbala Kapil • Vanchan Tripathi • N

idhi Srivastava

Future of HR &Evolving Workforce

Future of HR

&Evolving W

orkforce

IMS GHAZIABAD(University Courses Campus)

`899

ISBN 978-81-94509-10-3

9 0 1 0 0

9 87 35 1 091 9 48 0