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Article
Publication date: 15 November 2017

Binita Tiwari and Usha Lenka

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the…

Abstract

Purpose

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the scenario of downsizing in the Indian IT/ITES sector and also identify enablers to develop and engage talent in downsized firms.

Design/methodology/approach

This paper is a general review.

Findings

Despite higher growth rates in the recent years, the IT/ITES sector faces an uncertain future due to economic recession, which has changed the business scenario across the globe. Organisations need to resuscitate employees’ confidence and self-efficacy through psychosocial support mechanisms like professional guidance by an emotionally intelligent leader, capacity-building measures, and continuous learning opportunities. They should prepare scheduled reviews by taking into account individual needs, learning styles, and current work priorities. Provisions for adequate pay, fringe benefits, job security, and healthy working conditions can further enhance morale and motivation of survivors.

Originality/value

This paper contributes to the literature of downsizing in the Indian context. Moreover, it emphasises on the significant roles of communication policies, knowledge sharing, and learning in rebuilding the psychological contract of employees.

Details

Industrial and Commercial Training, vol. 50 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 4 January 2016

Binita Tiwari and Usha Lenka

– The purpose of this paper is to illustrate the role of psychological safety in engaging employees at times of economic recession.

Abstract

Purpose

The purpose of this paper is to illustrate the role of psychological safety in engaging employees at times of economic recession.

Design/methodology/approach

Review of literature.

Findings

On perceiving a psychologically safe environment, employees freely share their knowledge, learn, and take risks to build their intrapreneurial abilities that would facilitate their level of engagement toward organization.

Originality/value

Focuses on employee engagement by taking into consideration the key measurements of psychological safety in post-recession.

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 13 June 2016

Usha Lenka and Binita Tiwari

The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of…

Abstract

Purpose

The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple “P” bottom line.

Design/methodology/approach

A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple “P” bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus.

Findings

Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple “P” bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple “P” bottom line.

Originality/value

Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.

Details

International Journal of Productivity and Performance Management, vol. 65 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 1 June 2015

BINITA TIWARI and Usha Lenka

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business…

Abstract

Purpose

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business success. Getting the right employees in pivotal roles at the right time is crucial for firms to gain competitive advantage. Firms confront challenges to attract the prospective employees, develop, and retain their existing ones simultaneously to deliver excellence in the marketplace. Therefore, firms are required to address the needs and expectations of their employees through the involvement of top management, and provide challenging tasks and opportunities to enhance employees’ professional, social, and personal competencies. Such employees feel motivated and become highly engaged toward their job and organizational goals. Thus, the purpose of this paper is to propose a conceptual framework to build talent hub through engaging and branding employees in the organizations.

Design/methodology/approach

General review.

Findings

Engaged employees act as brand representatives, harmonize with firm’s values, and reflect the same in the external market, forming a talent hub.

Originality/value

This paper provides an outlook for building and branding organizations as a talent hub through valuing and engaging employees to ensure a prolonged succession for business success.

Details

Industrial and Commercial Training, vol. 47 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Content available
Article
Publication date: 4 January 2016

Anne Gimson

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1477-7282

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