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Psychological
Contract and Employment Relationship --Harold
Andrew Patrick
Psychological contract
refers to mutual unwritten expectations that exist between
an employee and his/her employer regarding policies and practices
in their organization. Psychological contract influences job
attitudes and performances of the employees. This study aims
at developing a deeper understanding about psychological contract
and employment relationship. Six psychological contract variables—relational
contract, transactional contract, employer's commitment/obligation
to employee, employee's commitment/obligation to employer,
employer's relationship with employee, and employee's relationship
with employer—were measured on 202 employees from 15
IT companies randomly chosen for the study. A 52-item Psychological
Contract Questionnaire (PCQ), adapted from the Psychological
Contract Scale (Millward and Hopkins, 1998) and the Psychological
Contract Inventory (Rousseau, 1995), was used for collecting
the data. The study revealed that relational contract was
dominant in the IT companies under study.
©
2008 The Icfai University Press. All Rights Reserved.
HR Challenges in
Business Transformation Outsourcing --C
Omprakash, Mohd. Afaq Khan and K S Gupta
Globalization is demanding
that business leaders face more challenges than ever before,
from competitors, customers, shareholders and regulators.
This is forcing business organizations to rapidly transform
themselves into being much more flexible, growth-oriented
and customer-focused in the face of competition and market
pressures. Such transformation of an organization, to become
the most efficient producer, can be achieved through the selective
use of strategic Business Transforming Outsourcing (BTO).
This paper attempts to define BTO and helps in understanding
the HR (Human Resource) challenges faced by the BTO organizations.
Solutions to overcome some of these critical challenges have
been recommended thereafter.
©
2008 The Icfai University Press. All Rights Reserved.
Stress, Social
Support, Job Attitudes and Job Outcome Across Gender --Niharika
Gaan
Stress (role ambiguity,
role conflict and work overload), social support (supervisory
support and team support), job attitudes (organizational commitment
and job satisfaction), and job outcome (turnover intention)
across gender were studied among 240 information system professionals.
The results demonstrate that women experience higher role
ambiguity and supervisory support. Job attitudes and job outcome
do not differ across gender. Further, the results do not confirm
the findings of the earlier studies, as it asserts that role
ambiguity is positively and significantly related to organizational
commitment and job satisfaction. The implications of research
and practice have been discussed thereafter.
©
2008 The Icfai University Press. All Rights Reserved.
Behavioral Revelation
Concerning E-Recruitments --Lakhwinder
Singh and Leenu Narang
The phenomenal growth
of the Indian economy in the recent past has intensified the
war for talent, putting pressure on the recruitment processes.
However, Internet is bringing radical changes in the recruitment
arena, as companies are expanding their use of the Internet
as a recruitment tool to attract competent people, and thus,
have competitive advantage. In order to reap the maximum possible
benefits of e-recruitment, employers must know how the job
seekers perceive online recruitment processes, and what their
information needs are. The present study examines the perceptions
of job seekers about e-recruitments and their behavior towards
them. It has been found that monster.com and naukri.com are
the two most popular job boards, and chat groups are the leading
source of information about job openings. A large percentage
of the respondents frequently visit job boards or corporate
websites, use certain facilities offered by them, and check
the status of their applications submitted online. A majority
of our survey participants hold positive perceptions about
various aspects of web recruitment. However, they are more
inclined towards using corporate websites, rather than job
boards, for sending job applications.
©
2008 The Icfai University Press. All Rights Reserved.
Job Satisfaction
Among Academics --Bani
Kochar
This paper focuses
on job satisfaction among academics, with a study of the faculty
members of three institutions under The Icfai University,
Dehradun. Ten dimensions of job satisfaction—working
environment, pay, cooperation of peers, delegation of work,
opportunity for growth, level of stress, fairness of rewards,
delegation of authority, opportunity for advancement, and
job security—were finalized as relevant for the study,
after an extensive literature survey, followed by discussions
and consultations with a large number of faculty members.
Job satisfaction was measured for each dimension on a seven-point
Likert scale by the administration of a questionnaire to 24
faculty members. Rank ordering the means of the dimensional
scores revealed that opportunity for growth is the most prominent
dimension of job satisfaction among academics, followed by
opportunity for advancement and working environment. Exploratory
factor analysis of these ten dimensions revealed the dynamics
of job satisfaction among academics. Job satisfaction manifests
as three meta dimensions, i.e., `balance', combining three
dimensions for the prevention of dissatisfaction (working
environment, pay, and cooperation of peers), and four dimensions
for enforcement of motivation (delegation of work, opportunity
for growth, delegation of authority, and opportunity for advancement);
`commensuration' representing higher rewards for higher level
of stress; and `security', meaning job security. The study
throws light on how to enhance job satisfaction among academics.
©
2008 The Icfai University Press. All Rights Reserved.
Book
Review
When
You Are Sinking Become
a Submarine : Winning Through Wisdom and Creativity --Pavan
Choudary
The book is a saga
of the Vile and the Naïve, as we find these two kinds
of people in the world of power and politics. Vile is a persona
for whom only the ends matter, while Naïve is one for
whom the means is as important as the ends. In the battle
for power, sometimes the Naïve wins, but more often it
is the Vile. Pavan Choudary takes the prior statement as a
challenge and enunciates ways in which the Naïve can
handle the tactics of the Vile.
©
2006 Pavan Choudary. The Icfai University Press holds the
copyright for the review.
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