Sonia Singh

The rapid pace of technological advancements is reshaping the global workforce, ushering in an era of transformative changes across industries. As we approach the 2030s, innovative technologies are poised to disrupt traditional job roles and create new and exciting career opportunities. Embracing these technological changes and equipping the workforce with the necessary skills will be crucial for businesses and individuals to thrive in this rapidly evolving world. Continuous learning and upskilling will be crucial for staying relevant in the workforce.

Higher education plays a crucial role in addressing sustainability challenges, enabling educators to equip students with the necessary knowledge, skills, and attitudes. However, many educators lack adequate training in teaching sustainability. This study used a quantitative approach to explore the impact of training on educators' ability to teach sustainability. A survey of 170 educators assessed their sustainability-related knowledge, skills, and attitudes before and after a training program. Results revealed that the training program positively influenced educators' knowledge, skills, and attitudes. Participants scored significantly higher on sustainability knowledge tests than non-participants. Additionally, the training bolstered educators' self-reported confidence in teaching sustainability. These findings underscore the effectiveness of training and professional development in empowering higher education educators to teach sustainability. Educators can better equip students to tackle sustainability challenges effectively.

The purpose of the study is to analyze the importance of aligning corporate culture with employee values for organizational growth Theoretical framework: Human relations theory has been undertaken to understand the importance of developing human connection in an organization Design/Methodology/Approach: The primary quantitative method has been adopted to collect valuable data Findings: It has been concluded that employee values are important to formulate strategies that promote organizational development Research, practical work, and social implication:Corporate culture is critical to promote overall performance of a organization Originality/ Value: The study highlights a better understanding on corporate culture and organizational development

The research article aims to highlight the background of organizational adaptability in terms of innovation, strategy and network. The adaptability of the organization is defined by the readiness or capacity of the organization to adopt new structure or innovation. Primary survey has been conducted among 20 employees from MNC to understand the role of leader as a mediator to improve the adaptability rate of the organization. Simple random sampling, quantitative analysis with SPSS software has been performed. The hypothesis test in data analysis indicates that the innovation and strategy of the company enabler the company able to meet business target and improve organizational adaptability.

This study illustrates how leadership motivation and encouragement are intrinsic to accelerating team performance, which can eventually contribute to organisational growth. This particular article is developed by performing a secondary qualitative research method, which has assisted to gain adequate supportive and argumentative perceptions regarding this research subject. In this study, a profound emphasis is given to statistical interpretations, which exhibit how Indian, as well as global market's labour productivity and performance, are driven by effective leadership motivation. The researcher has also established this study by being in line with factual data and knowledge gathered from reliable sources, and relevant theory also reinforces this factual knowledge concerning leadership motivation and its influence on team performance and organisational growth.

Introduction section has represented the topic by mentioning the importance of it in the global context. Evidence has also been provided to depict the background of the research with the mention of objectives and needs of the study. Methodology section has described the data collection method for this study that has given value to the study. The section has also elaborated for choosing a systematic review for conducting this study. Findings and discussion have found that the manufacturing industry uses the most of this AI technology and gained massive improvement. However, statistics have also shown that 38.4% growth has been seen in the CAGR of the healthcare industry. Conclusion and recommendations have concluded the study by pointing out the key findings of the study. Furthermore, SMART recommendations have been made for further development in the AI implementation process.

The modernization of advanced education and the progress to the new Education Standards require a great quality of training of the graduates. The training of students should meet severe prerequisites such as professional capability, the ability to foresee the results of one's action, proficient communication skills, and so forth. Effective training can be done by using the practice-oriented methodology, dynamic & interactive teaching techniques, and competencies. The utilization of interactive techniques provide high inspiration and strength, supports interest in the profession, structure patterns of conduct, advance the effective securing of training material, also provides information, cooperation, and opportunity for articulation. The interactive techniques assist the students with shaping proficient capabilities, assembling intellectual abilities, fostering analytical reasoning, an interest in new information is awakened, and the creativity of character/personality is uncovered. This study discusses the role of interactive methods with the students studying in Contemporary Higher Education.

One common challenge that remains the same for HR, year on year, is Employee retention. Employee retention in todays competitive age needs effective execution of HR strategy to strike a balance between employee expectations and company's objectives. HR practices in every organization is crucial in a fast paced global and knowledge-based economy, where the war for talent is ubiquitous. HR policies & practices becomes a business imperative when it is considered against the backdrop of organizational agility. Organizations need to continuously renew itself, adapt and change in the rapidly changing ambiguous environment in order to succeed & sustain. A company's performance is highly dependent on best HR practices. HR Practices should be viewed as not only tactical but also a strategical tool to achieve organizational goals This research paper explores the issues and challenges of retaining employees by IT organizations in Bangalore and identify the HR practices or strategies th...

Culture is made of the values, attitude, beliefs, philosophies, underlying assumptions, and behaviors shared through a set of people. Culture is usually unstated and unwritten rules but it is the most powerful determinant of how people or teams work together in the organization and produce results. It has a profound impact on employees' performance. Workplace culture is also a predictor of job satisfaction among employees because it boils down to whether employees are culturally fit with the organization i.e., employees personal values and work ethos are aligned with those of the organization. The purpose of the study is to understand the work culture and its effect on overall performance of the personnel in a banking sector. Exploratory study design helped acquire initial statistics, define the challenges and propose hypotheses. This research paper highlights the effects of Work Culture on employee satisfaction in Public & Private Sector Bank.

Skills, knowledge and abilities of its workforce are the driving forces behind the economic growth and development of any nation. Countries who have invested in skill development of their population entering the workforce are better placed in terms of meeting the challenges and opportunities laid down by the changing nature of work due to Fourth Industrial revolution.At present, our economy faces skill shortage as required by the Industry as well as there is mismatch in terms of demand and supply of specific type of skill sets. The most crucial challenge faced by organizations in current times is to develop their workforce‟s competencies to match the skill complexity of the jobs. The problem aggravates further when majority of institutions of higher learning still remains disconnected with the requirements of the industry. The courses offered by such institutions have low credibility and acceptability among employers.In this context,the chapter explores the gaining prominence of skill universities in India, schemes under Skill Development Bureau, programs offered by institutions under the “Skills Universities” and examines the draft guidelines formulated by Ministry of Skill Development and Entrepreneurship(MSDE) to fill the long pending gap of granting equivalence to degrees that are currently being awarded by higher level institutions under varying nomenclature in the absence of common standards in the skill space.
Keyword: Skill, Skill universities, Skill Development Bureau, skill mismatch, upskilling, reskilling, Entrepreneurship

An Entrepreneurial ecosystem is imperative for a healthy economy and can be a major source of creating wealth and employment. The rate at which new businesses are registered in the country may be comparatively low, but India still produces some of the world’s most innovative and successful entrepreneurial ventures. Entrepreneurship-led economic growth is also more inclusive. There are several factors that affect the entrepreneurial activity such as personality traits, cognitive ability, work experience, feasibility of the entrepreneurial activity and so on. An emerging stream of research focuses the shift away from the individual characteristics of entrepreneurs toward the interactions of the entrepreneur with his or her environment, the role of feelings and emotions in enhancing the potential success of entrepreneurial ventures. Hence the concept of emotional intelligence (EI) has gained the attention of psychological, educational and management researchers and also because of its relationship with efficiency, productivity, customer delight, employee engagement and morale. This underpins the fact that why some entrepreneurial ventures are more successful than others.

This research aims to study the influence of emotional intelligence on small scale entrepreneurs. An exploratory research is carried out from Dec 2013 to Feb2014 to investigate emotional intelligence in the context of entrepreneurship. This research is based on a model developed by Dr Dalip Singh and Dr.N.K Chadha, eminent contributors in the field of emotional intelligence, which states three major dimensions to measure EI i.e., Sensitivity, Maturity and Competency. The target respondents for this research are entrepreneurs ranging from all age groups since the spirit of entrepreneurship is not restricted by the age factor. A sample size of 30 entrepreneurs has been selected and equally divided on technical and non-technical profession basis. The entire study has been administered through a standard questionnaire having a reliability and validity score of 0.94 and 0.92 respectively. The finding of the research categorizes the non-technical and technical entrepreneurs in three groups of EI dimensions. It highlights the influence of different age groups on emotional intelligence among entrepreneurs. It will also shed light on the psychological profile of an entrepreneur.

Key Words: Emotional intelligence, entrepreneurship, small scale entrepreneurs.

Global market economy has given rise to global organizations and thus a global workforce. Every company is faced with a greater challenge of developing its human resources for competitiveness sustainability. The dimension of human resource development has several variables of multiple nature and is interconnected with various approaches. Most of the studies on HRD have considered sub-systems of HRD as the dimensions of human resource development like performance appraisal, potential appraisal, career planning, training & development coaching, employee welfare etc. Employee population components also influences human capital of an organization and employee turnover intentions. Dimensions of human resource development can be both quantitative and qualitative. This paper attempts to focus on quantitative aspects of HRD and its relationship with employee retention in IT sector in India with specific reference to Bangalore & Hyderabad.

One common challenge that remains the same for HR, year on year, is Employee retention.  Employee retention in todays competitive age needs effective execution of HR strategy to strike a balance between employee expectations and company's objectives. HR practices in every organization is crucial in a fast paced global and knowledge-based economy, where the war for talent is ubiquitous. HR policies & practices becomes a business imperative when it is considered against the backdrop of organizational agility. Organizations need to continuously renew itself, adapt and change in the rapidly changing ambiguous environment in order to succeed & sustain. A company's performance is highly dependent on best HR practices. HR Practices should be viewed as not only tactical but also a strategical tool to achieve organizational goals This research paper explores the issues and challenges of retaining employees by IT organizations in Bangalore and identify the HR practices or strategies that companies employ to retainpeople in todays changing IT environment 
Keywords: Employee Retention, HR Practices, Person-job fit

Academic staff are the foundation of any educational institution. With increasing access to higher education the no. of students opting for professional degree courses have increased dramatically and so has the demand of highly competitive academicians risen in recent times.The search for talented and competent faculty who can contribute in research and innovation in a knowledge based economy and creation of curriculum design at par with the changing job scenario, has become instrumental. Globally the trends in hiring is more strategic in nature across the higher education sector but in India except the top tier institutions the hiring process is still operational in nature. In depth recruitment studies have been carried out in various sectors but hardly any literature is found in relation to recruitment & selection practices of faculty in higher educational institutions in India.It is in this context,the study has been carried out that reflects on current hiring practices of faculty in Institutions of higher learning. Institutions providing Professional & technical courses across Bangalore have been chosen for the study. Introduction:

When work is pleasure, perfection is the output In times of disruptive innovations and every other thing rapidly changing around us, most of the Academic institutions still follow the age old practices of performance reviews.The general sentiment of employees towards the review process is that of the entire process being painful with no desirable outcome.Most often it is perceived to be biased, not being compensated as deserved and more of frustration with the existing performance management process. It is most often coined as fate determining evaluations.This has led to a lot of interest around this topic but nothing concrete is terms of performance policy for academic institutions has been formulated and employers still continue to experiment to find out the best system. State run organizations have the API index as the measure of performance for faculty but many self-funded private institutions lack proper indicators of performance.Therefore, this paper attempts to review the current practices of performance management followed in academic institutions specifically private institutions of higher learning in Bangalore and proposes best practicesthat can drive performance.

Employees are considered to be the lifeline of any organization which are essential for profit making and sustainability. In today's scenario, when there is no dearth of good opportunities, voluntary resignations are at an all-time high. Therefore, retaining competent employees has become a business imperative. When people at supervisory positions leave the company they carry with themselves the tacit knowledge which is a huge loss for the company as well as have a far reaching impact on customer's perception about the company.HR needs to understand the dynamics between an employee and his work place. Factors like lack of skilled workforce, economic growth, innovation & technology and increasing employee turnover demand to devise competitive policies to increase employee retention. This research paper explores individual and organizational determinants of retention. An attempt has been made to understand the experience of employees in supervisory cadre towards retention factors.

Organizational culture is about how an organization handles their employees in sync with their objectives and comfort them to sustain in that organization for a considerable amount of time. Organizational culture should be one that engages and motivates employees by consistently enhancing the company’s bottom line. This paper attempts to study the literature available on types and dimensions of organizational culture and identify ways in which HR can play a vital role in developing and shaping organizational culture thereby achieving organizational objectives & goals in an effective and efficient manner.
Keywords: Organizational culture, HR Practices.

The topic of performance reviews triggers a wide range of complex responses. Bell curve model is claimed as the most debated topic amongst HR personnel and corporate world. The model is about force ranking employees to label them as top, average and bottom performers with fixed percentages so as to resemble a normal distribution curve for the entire workforce. In a gist it is about survival of the fittest built on an assumption that organizations continue to evolve and outperform themselves by wiping out the bottom performers. It is unfair on the part of a manager to force rank his team of employees and identify the bottom performers despite the fact that the team had achieved all its targets and all the employees had given their best to achieve the team results. Performance management processes that follow a Gaussian distribution (bell curve) and focus on past performance rather than a future promise have come under critical focus. Many organizations have done away with the bell curve but the move has raised questions about the alternatives. This paper reviews the alternative methods to Bell curve appraisal system adopted by selected IT companies and highlights certain propositions that can be adopted by organizations in combination.
Keywords: performance appraisal, bell curve, feedback

One of the most critical issues facing the IT organizations today is how to retain the knowledge workers. Human assets are the only true differentiator for an organization to build its competitive advantage. When an employee leaves the organization it causes a loss of intellectual property, investments both in terms of time and money, business and social connections ,goodwill and sometimes an employee or two in the form of referrals. The IT companies' tacit knowledge gained from experience and personal inquisitiveness may not be passed from outgoing employee through knowledge transfer. Therefore it becomes imperative for the employer to understand the range of factors that influences employees decision making to leave the org and employees' intention to stay in the organization. By implementing HR best practices the management can prevent the competitors from attracting and poaching the talent already nutured in the company over a period of time. This research paper explores and documents HR best practices in employee retention in select Indian IT organizations and an extensive review of literature is undertaken to develop a thorough understanding of the principles behind these HR best practices.

Leadership of any organization should have the capability to engage the right people, at the right place and to the right degree at their work. This kind of engagement in true sense will only start when the leaders do away with the command and control approach rather adopt a conversational approach. Especially in today's time, when discussions are largely focused on assessment of organizational capacity and capability to deal with disruptive market forces, exploring the potential role of managerial leadership assumes significance. It aims at building mutually beneficial relationships with the key internal stakeholders i.e., employees. This paper attempts to explore how leadership behaviors and job satisfaction influences employee retention. It will look into employee retention problems with an emphasis on supervisor-subordinate relationship and HR practices leading to job satisfaction in IT organizations in Bangalore. The study reveals the attitude and experience that the employees had with their previous employers with respect to HR practices, job satisfaction and supervisory support.

Outsourcing HR functions has gained momentum over the last decade and has become the norm across industries. The focus of human resources has shifted from outsourcing a part of HR function to entire HR functions as it is a cost friendly option and minimizes the business risk at the stages of inception of small and mid-sized organisations. It helps to build a structure and streamline HR policies and procedures ensuring process excellence. As HR is considered to be a cost centre, outsourcing all transactional and non- revenue generating activities may render the organisation leaner thereby increasing profitability and productivity in a fast changing growth environment. HR outsourcing firms has been termed as PEO (Professional Employer organisation) recently due to importance in the organisation & has formed an important function in driving business & achieving the goals.This research aims to the study the practice of HR Outsourcing in small & medium enterprises. An exploratory research is carried out to identify the primary reasons behind outsourcing the entire gamut of HR Functions, the perception of Business Head’s, HR Head’s & Other stakeholders towards end-to-end HR Outsourcing services & overall of Feasibility of HRO Services in small & medium enterprises. This research will portray the current practice of the PEO (Professional Employer organisation) model in small and mid-sized businesses segment in Indian context.
Key Words: HR Outsourcing, PEO (Professional Employer organisation), Small & Medium Enterprises.