Jun 27, 2011 - problem. Holt ended up joining Apple full time. This power supply ...... if it hires a best talent from the pool but project assignment is not ..... The activities which are related to talent management have an endless list but some of.
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PATRONS Hon’ble Dr. Shivajirao Kadam Vice Chancellor Bharati Vidyapeeth Deemed University, Pune
CHIEF PATRON Hon’ble Dr. Patangaroji Kadam
Founder Bharati Vidyapeeth, Chancellor, Bharati Vidyapeeth Deemed University
Hon’ble Dr. Vishwajeet Kadam Secretary, Bharati Vidyapeeth, Pune , Chairman Bharati Sahakari Bank, Pune ADVISORY BOARD Hon’ble Dr. Uttamraoji Bhoite Executive Director Bharati Vidyapeeth & Director, Bharati Sahakari Bank, Pune Hon’ble Dr. S. F. Patil Executive Director International Relations Bharati Vidyapeeth University, Pune Prof. Dr P. C. Shejwalkar Director & Professor Emeritus Institute of Mgt Education, Pune Prof. Dr. E B Khedkar Dean (FMS), University of Pune, Bendra Kelley Recruiting Manager, EBSCO Publisher, USA Beth Howell Vice President of HR, EBSCO Publisher, USA Dr. Upali Mahanamma Management Consultant, Colombo, Sri Lanka Shri. R. P. Jhalani Chairman IR & HR Committee PHD Chamber of Commerce & Industry Prof. Sudhir K. Jain Dept. of Management Studies, IIT, Delhi Prof. R. K. Mittal Vice Chancellor, Teerthankar Mahavir University, Moradabad
(3) @IMED JMSR, Special Edition, 22 & 23 Feb, 2013
Mr. Anjan Roy Advisor, Economic Affair & Research, FICCI Dr. Mushraff Hussain CMD, Rapport Bangladesh, Dhaka, Bangladesh Dr. Khawaja Amjed Principal, Hailey College of Banking & Finance, Lahore Pakistan Prof. D. K. Banwat IIT, New Delhi Mr. Nikhilesh Jha, IAS Jt. Secretary, Council of Scientific & Industry Research ORGANIZING COMMITTEE: Dr. Sachin Vernekar Chairman, Director, BVDU, IMED
Dr. Neelam Lal Professor, Convener BVDU, IMED
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Mrs.Shweta Joglekar Assistant Professor, Member BVDU, IMED
Ms. Sucheta Kanchi Assistant Professor, Member BVDU, IMED
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Ms. Ranpreet Kaur Assistant Professor, Member BVDU, IMED
Member BVDU, IMED
SOVENIR AND PUBLICATION COMMITTEE: Swapna Hegde Assistant Professor, BVDU, IMED Chirag Jain Student (MBA-G) Prashant Mahanti Student (MBA-G)
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Shubhangi Garg MBA(G)
Akanksha Kanoria MBA (HR) Shabnam Suban MBA(HR)
STUDENT CO-ORDINATERS Hardik Shah MBA(G) STUDENT COMMITTEE Nikita Gupta Shruti Mittal MBA (FM) MBA(HR) Shweta Daw MBA(HR)
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Divya Bajpai MBA(G)
Kirti Ahlawat MBA(HR) Shweta Singh MBA(HR)
Special Edition February 22 and 23, 2013 @ Bharati Vidyapeeth Deemed University, Institute of Mangement and Entrepreneurship Development, Pune
Publication Committee: Swapna Hegde (Assistant Professor, IMED) Chirag Jain (MBA – G) Prashant Mahanti (MBA –G)
Published and Printed By: Dr. Sachin Vernekar Director, Bharati Vidyapeeth University, Institute of Management and Entrepreneurship Development, Pune More Vidyalaya Campus, Erandwane, Paud Rod, Pune – 411038 Tele. No: (020) 25425517 / 25448005 Telefax: (020) 24531060
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Please Note: 1. This is a Special Issue which includes research papers presented at “InCON- 2013” 2. Only the research papers which have reached the organizers within the given deadline have been published 3. All disputes are subject to Pune Jurisdiction
DISCLAIMER: The content of the Abstracts and Research Papers published in this material is not owned by IMED. The institute does not hold responsibility for any violation of Copyrights, Patents or any kind of Intellectual Property Rights in the contents submitted by the authors. Plagiarism of any kind is the sole responsibility of the respective Authors.
(6) @IMED JMSR, Special Edition, 22 & 23 Feb, 2013
INDEX (General Management)
Sr.No 1
Name of the Author A.Prince Jason Research Scholar, Sathyabama University, Chennai,Tamil Nadu, India.
Name of the Research Paper Individual Spirituality And Its Role On Talent Acquisition Decisions In Workplace
Dr. S. Sudha Associate Professor, St. Joseph’s College Of Engineering, Chennai, Tamil Nadu, India.
2
Ajay S Kelkar Wing Commander (Retd.)
Military Grooming: A Lesson In Talent Management
Dr YM Deshpande 3
4
Dr. Amarja SatishNargunde Associate Professor BVDU,Sangli Dr. B. S. Mudholkar
Talent Management - Steve Jobs's Way
Talent Management: A Need Of Hour
Asst Professor, School of Commerce & Management Sciences S. R. T. M. University, Nanded
Kondawar Deepak G. Research Scholar, School of Commerce & Management Sciences S. R. T. M. University, Nanded
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5
Dr Bhakti Pawar Assistant Professor, LIME, Pune
Managing Talent In Challenging Global Economic Environment
6
Deven Metha & Payal Dande SVKM’s NMIMS, SPTM, Shirpur Campus, Shirpur
Managing Talent War: The Global Challenge
7
Dr. A. G. Jayakumari. Director, SSR IMR, Silvassa University Of Pune
Talent Management- A Contrivance Of Business Revolution
8
Mrs. Bharathi V. Sunagar
Managing Talent In Management Institutions: A Study Of Select B- Schools In Karnataka.
Lecturer SDM College Of Engineering & Technology,Dharwad
Mrs. Megha Jigalur KLE’s Institute Of Business Management, S. Nijalingappa, Bangalore
Prof. Dr. Prashantha C Professor SDM College Of Engineering & Technology, Dharwad
9
Dr. NeelamLal Professor BVDU, IMED, Pune
Challenges In Talent Management With Special Focus On Workforce Diversity
Dr. Kirti Gupta Professor BVDU, IMED, Pune 10
Prof. Ramesh Agadi Professor & Chairman, Department of Management Studies Gulbarga University, Gulbarga
Talent Management In Hospitality & Tourism Industries: A Case Study Of Select Hotels Of Bidar City
Mr. Ganapati B Sinnoor Assistant Professor Central University Of Karnataka, Gulbarga (8) @IMED JMSR, Special Edition, 22 & 23 Feb, 2013
11
Ms Jharna Kalra Professor, Sydenham College Of Commerce & Economics Mumbai, India
Building An Integrated Talent Management Strategy
12
Jitendra C Shah&DandePayal SVKM’s NMIMS, SPTM, Shirpur Campus, Shirpur Kulkarni Sukhada & Dande Payal SVKM’s NarseeMonjee Institute of Management Studies School of Pharmacy & Technology Management Shirpur, Dhule, Maharashtra Prof. Meenal Rao Dr. D.Y.Patil Institute of Management Studies , Akurdi, Pune
Talent Management In Critical Position
13
14
Multicultural Talent Management: Can We Bring Unity In Diversity?
On-Boarding A Step Towards Talent Management
Ms.Switi Jadhav Dr. D.Y.Patil Institute of Management Studies, Akurdi, Pune 15
Ms Mooon Paiithannkar
The Study Of Talent Management With Respect To Education Sector In Pune City.
Asst.Professor Sinhgad College of Arts and commerce Narhe, Pune. 16
17
Ms Muskan Sharma Assistant Professor, BVDU, IMED,Pune
Talent Management For Higher Education - A Powerful Tool For Employability Enhancement With Special Reference To India
Mr. ChetanSapra MBA (Pursuing) IMED Ms.Swapna Hegde Assistant Professor BVDU-IMED Pune
Gender Differences In Talent Management: A Story Of Inequality
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Chirag Jain &PrashantMahanti MBA(Pursuing), BVDU,IMED 18
Panda Amrita & Dande R. Payal SVKM’s NarseeMonjee Institute of Management Studies, SPTM, Shirpur, Maharashtra.
Gender Issues In Talent Management
19
Prof. Pradeep V. Kamat Management Consultant, Mumbai
Leadership Development Through Value Added Talent Management
Dr. Rekha Patil Management Consultant, Gulbarga& VTU University Gulbarga.
Creating A Talent Pool
21
Shah Hardik & Dande Payal SVKM’s NMIMS, SPTM, Shirpur Campus, Shirpur
Talent Acquisition And Management Strategy
22
Dr.K.Venkatasubramanian Management Consultant and International Trainer, Delhi
India Has Talent?
20
Ms Shradha Vernekar Faculty, BVIMSR, Navi Mumbai
23
Shrikant Chandrawanshi
Zeroing In Talent Management
24
Dr. V. A. Mane Head, Department Of Accountancy Kolhapur.
Talent Management Strategies And Challenges
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INDIVIDUAL SPIRITUALITY AND ITS ROLE ON TALENT ACQUISITION DECISIONS IN WORKPLACE A.Prince Jason Research Scholar Sathyabama University Chennai, Tamil Nadu Dr. S. Sudha Associate Professor St. Joseph’s College of Engineering Chennai, Tamil Nadu Values are sources of strength because they give people the power to take action. Values are deep and emotional and often difficult to change. Values are the essence of any organization and philosophy for achieving success. Spiritual value is a way of expressing more humanity and recognizes each person’s own beliefs. Traditional ways of achieving values do not provide the flexibility and responsiveness necessary for a customer focused stance in a rapidly changing and unpredictable environment. The development of an individual and building on creativity will naturally require spiritual practice e in the process of achieving an organizational goal. The rate at which an individual grows is mostly self-determined. An organizational goal to deliver a product on time within budget may force or inspire an employee to learn new skills and assume greater responsibility in order to achieve that goal. In this sense, spiritual goals and organizational goals are not only compatible, but mutually beneficial. REVIEW OF LITERATURE SPIRITUAL VALUES Spiritual values are built in the universe that is eternal and beneficial. Spiritual values promote spirituality, health and harmonious relationship. According to Richards and Bergin (1997), humans should “often forego their own rewards (pleasure) for the welfare of others. Responsibility, self-sacrifice, suffering, love, and altruistic service are values above personal gratification (p.30). Personnel cannot keep their values out of work domain, such as performing organizational roles, taking part in training, productivity, nor should they always change or try. TALENT ACQUISITION The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by Lance A. Berger "This is an outstanding reference work that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating business environment. SPIRITUAL VALUES AND TALENT ACQUISITION OBJECTIVES: The study was conducted for the following objectives:
To find the spiritual values possessed by individuals in their work place (11)
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To analyse the impact of spiritual values in talent acquisition decisions To study whether the spiritual values lead to effective decision making
HYPOTHESES: 1. H0: There is no significant impact of spiritual values in talent acquisition decisions H1: There is a significant impact of spiritual values in talent acquisition decisions 2. H0: There is no significant impact of spiritual values in effective decision making H1: There is a significant impact of spiritual values in effective decision making METHODOLOGY This study is a descriptive research and seeks to explore the relationship between spiritual values and talent acquisition decisions and its effectiveness through hypotheses testing. Population and Sample A total of 150 managers from specific IT companies from Chennai were chosen and the questionnaire was issued. The managers were involved in talent acquisition. Instrumentation In order to test hypothesis, a questionnaire was used for collecting data from the research respondents. A pilot survey was conducted and the questionnaire was modified based on the feedback of the survey. Limitations Spirituality is an emerging topic and this research is restricted to few definitions of workplace spirituality. The research was intended for specific IT organisations and it cannot be generalized for the entire industry. The responses cannot be considered to be accurate as the respondents may provide biased information. The research and survey were limited due to time constraint.
RESULTS The results of the research are tabulated below. A manager tends to incorporate his spiritual values in his job. There are several values that are brought to work by individuals. Table 1 represents the various spiritual values possessed by the managers. Table 1: Table showing the spiritual values possessed by Managers Spiritual Values Honesty Integrity Quality Cooperation Respect
Score
Percentage 20 24 12 10 6.66
30 36 18 15 10 (12)
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Trustworthy Patience Unity Responsibility
11 9 10 11
7.33 6 6.66 7.33
From the above table it is inferred that there are many spiritual values a manager possess and relate it with work. The majority of the managers consider Integrity (24%) as the spiritual quality they possess. The second spiritual quality that is considered by a leader is Honesty (20%). These are followed by Quality (12%), Cooperation (10%) Trustworthy and Responsibility (7.33%).
Table 2 shows the chi square analysis for finding out the impact of spiritual values on talent acquisition decisions. The top five spiritual values were taken for the analysis. The relation between these variables were significant, (X2 = 50.52), p
