Academics

Emerged in the old forms of traditional measurement sources of different sub-functions, HR analytics have come a long way today. It has passed through the phases of measuring the sub-functions of HR, staffing technique and criteria effectiveness, introducing comparative bench marking on functional parameters of HR at the industry level, predictive and prescriptive analysis etc. Different experiments, academic researches such as ‘Money ball’ experimentation by Oakland A, USA; ‘Project Oxygen’ by Google etc. and emergence of big-data era have added many twist and turns in the evolution of HR analytics till day. However, the continuum is still not ended and several growth possibilities are yet to be explored as there is a good deal of confusion remains regarding the specific focus areas. Still majority of the Fortune 500 companies are restricted to traditional analytics practice and have not shifted to the advanced HR analytics, though a MIT study has shown specific proof of better impact caused by HR analytics in progressive firms. Finally, it can be concluded that the factors like choosing the right purpose and moment of interventions, adopting appropriate methods of analytics, collaborative interventions, scaling up of HR as a point of interventions are properly required to implemented for optimum impact to be caused by HR analytics in the organizations.

The founders of Adobe John Warnock and Charles Geschke left their jobs at Xerox as they did not receive any encouragement for their research efforts from the management of the company. As on 2010, Adobe had an annual turnover of over $3 million. The other side of the story is that in USA only the venture capital industry has produced 35 percent return on investment by taking frustrated R&D people and their rejected ideas out of large companies, and financing the commercialisation of those ideas during the same period as per the industry report. Thus, intrapreneurship has become a very important strategy for talent management in the era of ‘talent war’ across the globe. The most simplified definition of intrapreneurship can be given as the practice of entrepreneurship by employees within an organisation. In India, the intrapreneurial culture is fast catching up. Today most of the big Indian business houses are practicing this culture in one form or other with the multiple objectives ...

Technology innovation is not just a result of funds invested in research and development of a firm; it is a culmination of long-standing investments in well-thought-out processes, plans, and strategies. The chapter aims to address these aspects of technological innovations. The innovation process is a unique one, and each firm has a different style of bringing in innovation as per their requirements. These diverse innovation requirements are a direct consequence of the organizational structure and the innovation philosophies that those structures have embedded in them. Based on academic research done over the past decades on topics of organizational impact of innovation, the authors analyze the different innovation philosophies that organizations have, the processes that organizations use to promote innovation, as well as the drivers that impact these philosophies and processes.

The concept of green HRM has emerged with the initiation of Green Movement, the rapid growth of which was witnessed during 2000-2010 in almost all industries across India. In the present study, 139 respondents from the private sector banking and 116 participants from the private sector health care organizations of 6 different organizations from each sector were surveyed through a structured questionnaire on the relevant green HRM issues and practices from two major cities of India, viz. Kolkata and Delhi. The study is intended to evaluate the effectiveness of different Green HR practices in terms of cost-benefit, employee engagement and reachability and employer branding perspectives, as practiced in these organizations.

In India, coal mining came under the Government ownership and control in 1956. Previously it was completely owned by the private sector. United Coal Limited (UCL), a new public-sector company was formed in 1980 to provide better operational and organizational efficiency in the coal sector. Within a short span of time, UCL became the largest coal producer in the world and was awarded the prestigious ‘Maharatna status’ by the Government of India. UCL had 85 mining areas under operation in ten states of India. However, the company faced some major challenges, hence after. UCL also decided to downgrade 225 mines, which translated to a loss of around 1080 crores and loss of employment of 15000 workers. Another issue that UCL experienced was the rampant corruption in the coal block allocations and pilferage during the transportation of coal.

Micro-finance refers to small savings, credit and insurance services extended to socially and economically disadvantaged segments of society. The women artisans from Shantiniketan leather cluster, which has the long tradition of leather bags and other accessories manufacturing, have changed their lives and their socio-living condition in many aspects by adopting the way of selfhelp group formation under different coordinating agencies, specially the non-governmental organizations (NGOs) since 1992. These self-help groups have been extended soft loans of various nature through the respective coordinating agencies and the initiative has added different new positive dimensions in respect to the members of such groups. This structured questionnaire based feedback based empirical study attempts to evaluate the level of positive change occurred in the life of other-wise under-privileged rural women artisans engaged in leather craftsmanship under several self-help groups coordinated by different coordinating NGOs at the grass-root level.