Pulapa Subbarao
Prof. Pulapa Subba Rao is from Vangalapudi, near Rajahmundry, AP, India. He has acquired Ph.D. degree in Commerce and Management area from Andhra University and has been teaching various courses in the areas of Commerce and Management since 1976. He is a teacher, researcher, trainer, consultant, academic administrator and author in the areas of business and management, with a blend of national and international systems and cultures. He is currently working as Vice-Chancellor, Millennium University, Blantyre, Republic of Malawi. He worked earlier as Pro Vice-Chancellor, Director-Academic Audit and Professor of Business Administration, the University of Papua New Guinea, Professor, Dean and Head, SK Institute of Management, Sri Krishnadevaraya University, Ananthapur, AP, India. He also worked at University of Asmara, Eritrea, Sri Sathya Sai Institute of Higher Learning, Prasanthinilayam, and Sir CRR College, Eluru, AP, India.He was the recipient of ‘National Merit Scholarship’ from the Government of India, ‘Meritorious Teacher Award from the Government of AP, India, Best Paper Award and ‘Member of the Order of the LOGOHU’-highest civilian award from the Government of Papua New Guinea for the service to the community and Higher Education through contributing to teaching, research and community out-reach.He was the President of India Association of PNG Inc., during 2005-06. He has been a Fellow, Member of Executive Council of Various Professional Organisations in Papua New Guinea and Australia.
less
InterestsView All (8)
Uploads
programmes of a country determines the quality and types of human
competencies available for economic development in that country. Quality and
type of human competencies contribute to the economic development of the
country concerned by accelerating the growth of industrial, agricultural, service
and knowledge sectors. This paper explains the experiences and practices of
three emerging Asian economies viz., Republic of Korea, Malaysia and India in
this regard. This paper also deals with the issues of education and economic
development in Papua New Guinea with an emphasis on gaps in education and
the lessons that PNG can draw from the experiences of other countries for
formulating education strategies for economic development of the country.
This paper suggests that human resource management systems and practices are the result of mutual influence and adjustments of organizational environment, organizational strategies, HRM strategies and human resources. Thus this paper made an attempt to suggest a new model of HRM i.e., Mutual Influence and Adjustment Model of HRM.
Key words: Organizational Environment, Organizational Strategies, HRM Strategy, Human Resources, HRM Model, Hard Model, Soft Model.
Acronyms Used: HR=Human Resources, HRM=Human Resource Management.
Introduction
There are basically three classes of human resource management (HRM) models viz., hard models, soft models and contingency models. Hard model is also known as tight/ strict model. Hard models are based on mechanistic approach to human resources where employees are just like nuts and bolts in a machine and they adapt themselves in accordance organizational strategic requirements. Soft models suggest adapting employee freedom and autonomy in order to derive maximum employee contribution to organizational success. Contingency models on the other hand suggest situational/ contextual approach.
However, people in certain social structures prefer customised and face-to-face
learning to distance learning due to the influence of their culture-specific
factors on the learning process. This paper examines the impact of cultural
factors on face-to-face and distance learning modes in Papua New Guinea
(PNG). The study used the Hofstede’s cultural variables to assess the impact of
culture on face-to-face and distance learning modes, and concluded that
cultural factors contributed for the success of face-to-face-learning in contrast
to distance learning. It is therefore suggested that distance learning should be
complimented with the instructors and/or tutors support that is available in
face-to face learning mode in the societies like PNG viz., high power distance,
high degree of uncertainty avoidance, collectivism and femineity.
This paper suggests that human resource management systems and practices are the result of mutual influence and adjustments of organizational environment,organizational strategies, HRM strategies and human resources. Thus this paper made an attempt to suggest a new model of HRM i.e., Mutual Influence and Adjustment Model of HRM.
Key Words: World Trade, Merchandise Trade, Trade in Commercial Services, Merchandise Exports, Merchandise Imports, Trade in Commercial Services, Exports of Commercial Services, Imports of Commercial Services, Tariffs.
Acronyms Used: GDP= Gross Domestic Product, USA=United States of America, UK=United Kingdoms, CIS=Commonwealth of Independent States, US$= United States Dollars.
programmes of a country determines the quality and types of human
competencies available for economic development in that country. Quality and
type of human competencies contribute to the economic development of the
country concerned by accelerating the growth of industrial, agricultural, service
and knowledge sectors. This paper explains the experiences and practices of
three emerging Asian economies viz., Republic of Korea, Malaysia and India in
this regard. This paper also deals with the issues of education and economic
development in Papua New Guinea with an emphasis on gaps in education and
the lessons that PNG can draw from the experiences of other countries for
formulating education strategies for economic development of the country.
This paper suggests that human resource management systems and practices are the result of mutual influence and adjustments of organizational environment, organizational strategies, HRM strategies and human resources. Thus this paper made an attempt to suggest a new model of HRM i.e., Mutual Influence and Adjustment Model of HRM.
Key words: Organizational Environment, Organizational Strategies, HRM Strategy, Human Resources, HRM Model, Hard Model, Soft Model.
Acronyms Used: HR=Human Resources, HRM=Human Resource Management.
Introduction
There are basically three classes of human resource management (HRM) models viz., hard models, soft models and contingency models. Hard model is also known as tight/ strict model. Hard models are based on mechanistic approach to human resources where employees are just like nuts and bolts in a machine and they adapt themselves in accordance organizational strategic requirements. Soft models suggest adapting employee freedom and autonomy in order to derive maximum employee contribution to organizational success. Contingency models on the other hand suggest situational/ contextual approach.
However, people in certain social structures prefer customised and face-to-face
learning to distance learning due to the influence of their culture-specific
factors on the learning process. This paper examines the impact of cultural
factors on face-to-face and distance learning modes in Papua New Guinea
(PNG). The study used the Hofstede’s cultural variables to assess the impact of
culture on face-to-face and distance learning modes, and concluded that
cultural factors contributed for the success of face-to-face-learning in contrast
to distance learning. It is therefore suggested that distance learning should be
complimented with the instructors and/or tutors support that is available in
face-to face learning mode in the societies like PNG viz., high power distance,
high degree of uncertainty avoidance, collectivism and femineity.
This paper suggests that human resource management systems and practices are the result of mutual influence and adjustments of organizational environment,organizational strategies, HRM strategies and human resources. Thus this paper made an attempt to suggest a new model of HRM i.e., Mutual Influence and Adjustment Model of HRM.
Key Words: World Trade, Merchandise Trade, Trade in Commercial Services, Merchandise Exports, Merchandise Imports, Trade in Commercial Services, Exports of Commercial Services, Imports of Commercial Services, Tariffs.
Acronyms Used: GDP= Gross Domestic Product, USA=United States of America, UK=United Kingdoms, CIS=Commonwealth of Independent States, US$= United States Dollars.