Shopping Cart
0 item(s) - Rs. 0.00
MBA Project Reports, BBA Project Reports, Download MBA Project Reports, Projects Sample Topics
MBA projects, BBA project reports, MBA synopsis,Project proposal
| More

Complexity in an Organization: Airtel

Rs. 2,000.00



Introduction:
Over the past three decades, research on the contribution of human resources (HR), i.e. people, and human resource management (HRM), i.e. policies and practices, to organizational effectiveness has moved from operational to strategic: from examinations of discrete HR policies and practices to consideration of how the HR strategy supports, or even drives, the strategy of the organization or sub-unit (Lengnick-Hall et al., 2009). At the core of HRM studies are questions relating HR practices to workforce attributes and behaviours, and subsequently to organizational performance outcomes, with the basic assumption that HRM matters – that the structure, design and execution of HRM practices materially affect the knowledge, capabilities and behaviour of people associated with the organization, and that better HRM translates to greater organizational effectiveness. Strategic human resource management (SHRM) is a sub-field of HRM that emerged in the 1980s (Tichy et al., 1982) and has grown in lag-step with developments in the field of strategic management (Wright et al., 2001a). SHRM researchers draw explicit connections between firm strategy (at the corporate or business unit level) and HR strategy, and seek to explain the effects of HRM on strategy implementation as well as, more recently, strategy formulation, i.e. ‘strategy making’ (Snell et al., 2001). The dominant strategic management frame for articulating the contributions of SHRM is the resourcebased view (RBV) (Barney, 1996; Boxall and Purcell, 2000), which posits firm resources (human, social, organizational) as central to the development of competitive advantage, and so positions human resource management in a critically important role. Despite critiques of the RBV as vague and tautological (Priem and Butler, 2001), and difficult to operationalize empirically (Delery, 1998), it has been broadly employed in strategic management research (e.g. Barney, 1991; Makadok, 2001; Sirmon et al., 2008; Lockett et al., 2009), and fully embraced by SHRM researchers as the most fruitful frame within which to express the value of HRM (Boxall, 1998; Wright et al., 2001a; Boxall et al., 2007).
Following are the objectives of the study:
1. To find out the complex areas in the organization
2. To suggest measures to make the employees comfortable in such a complex environment in order to increase their productivity

Number of Pages of Project Report: 75
Package Includes: Project Report
Project Format: Document (.doc)

Table of Contents of Project Report:
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
CHAPTER 1: INTRODUCTION
CHAPTER 2: LITERATURE REVIEW
CHAPTER 3: COMPANY PROFILE
CHAPTER 4: RESEARCH METHODOLOGY
THE SAMPLE
SAMPLING TYPE
DATA COLLECTION
CHAPTER 5: DATA ANALYSIS AND INTERPRETATION
SUGGESTION AND RECOMMENDATIONS
CONCLUSION
ANNEXURE I: QUESTIONNAIRE
ANNEXURE II: REFERENCES



About Us    Privacy Policy    Shipping/Cancellation/Refund Policy    Terms and Conditions    Site map

Copyright © 2014 ProjectFever.com - MBA project reports, BBA project reports, MBA synopsis, Project proposal, Download project reports, Projects sample, MBA project topics