Knowledge management initiatives in Indian public and private sector organizations

2010 ◽  
Vol 14 (6) ◽  
pp. 811-827 ◽  
Author(s):  
Deepak Chawla ◽  
Himanshu Joshi
Keyword(s):  
Knowledge Management ◽  
Private Sector ◽  
Public And Private ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
Knowledge Management Initiatives

The Intersection of Data Analytics and Data-Driven Innovation

2020 ◽  
pp. 317-343
Author(s):  
Marcus Tanque ◽  
Harry J. Foxwell
Keyword(s):  
Private Sector ◽  
Data Analytics ◽  
Large Scale ◽  
Data Driven ◽  
Public And Private ◽  
Managerial Practices ◽  
Project Completion ◽  
Technological Advances ◽  
Private Sector Organizations ◽  
Public And Private Sector

This chapter discusses businesses, key technology implementations, case studies, limitations, and trends. It also presents recommendations to improve data analysis, data-driven innovation, and big data project implementation. Small-to-large-scale project inefficiencies present unique challenges to both public and private sector institutions and their management. Data analytics management, data-driven innovation, and related project initiatives have grown in scope, scale, and frequency. This evolution is due to continued technological advances in analytical methods and computing technologies. Most public and private sector organizations do not deliver on project benefits and results. Many organizational and managerial practices emphasize these technical limitations. Specialized human and technical resources are essential for an organization's effective project completion. Functional and practical areas affecting analytics domain and ability requirements, stakeholder expectations, solution infrastructure choices, legal and ethical concerns will also be discussed in this chapter.

Employee Welfare Measures in Public and Private Sectors

2015 ◽  
Vol 6 (1) ◽  
pp. 22-36 ◽  
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Private Sector ◽  
High Performance ◽  
Public And Private ◽  
Retirement Benefits ◽  
Educational Benefits ◽  
The Public ◽  
Employee Welfare ◽  
Welfare Measures ◽  
Private Sector Organizations ◽  
Public And Private Sector

Employees' play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee's families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee's welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and private sector organizations. The study also throws light on impact of welfare measures on the employees' performance.

scholarly journals A Comparative Study of Public and Private Sector Organizations about the Impact of Training and Management Development Programmes on Organizational Productivity

2019 ◽  
Vol 13 (01) ◽  
Author(s):  
Saman Khan ◽  
Bhavika Bharti
Keyword(s):  
Private Sector ◽  
Service Sector ◽  
Emerging Market ◽  
Management Development ◽  
Organizational Productivity ◽  
Public And Private ◽  
Emerging Market Countries ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
The Impact

India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms. The striking aspect of India’s recent growth has been the dynamism of the service sector, while, in contrast, manufacturing has been much less robust, contrary to the experience in other emerging market countries, where manufacturing has grown much faster than GDP. Present study is focused on a comparative evaluation of two steel giants in India i.e. SAIL and TATA steel. The study reveals that training and MDP have positive correlation with employee development, employee satisfaction and organizational productivity whereas it has been found that private sector managers (TATA Steel) have more positive opinion for training and MDP in comparison with public sector enterprise (SAIL)

scholarly journals EMPLOYEE RETENTION AND TURNOVER USINGMOTIVATIONAL VARIABLES AT INDIA

2016 ◽  
Vol 4 (8(SE)) ◽  
pp. 1-9
Author(s):  
A. Thirupathy ◽  
C. Dhayalan
Keyword(s):  
Private Sector ◽  
Research Design ◽  
Quantitative Research ◽  
Employee Retention ◽  
Cross Sectional Survey ◽  
Chi Square ◽  
Cross Sectional ◽  
Public And Private ◽  
Private Sector Organizations ◽  
Public And Private Sector

This research looked at the extent to which identified intrinsic and extrinsic motivational variables influenced the retention and reduction of employee turnover in both public and private sector organizations. The research was aimed at achieving the following objectives: identify and establish the key intrinsic and extrinsic motivational variables being used by selected public and private sector organizations in retaining their employees; determine the extent to which the identified intrinsic and extrinsic motivational variables are influencing employees’ retention and turnover in the selected organizations; and make recommendations to management of the selected organizations on how to effectively retain employees and reduce turnover. The study adopted the cross-sectional survey research design, investigating the extent to which selected motivational variables influence employees’ decision to either remain or quit an organization. Quantitative research design was used and this design was chosen because its findings are generalizable and the data objective. The study examined two public and two private sector organizations in India. The total population of the research comprised 1800 employees of the surveyed organizations with a sample size of 145 respondents. A self-developed questionnaire, measured on a Likert Scale was used to collect data from respondents. The questionnaire had a Cornbrash alpha coefficient of α = 0.85 suggesting that the instrument was reliable. The Chi-square test of association was used in testing the hypothesis of the study. The result showed that employees in both public and private sector organizations were, to a very large extent, influenced to stay in their respective organizations by a combination of intrinsic and extrinsic motivational factors. The following motivational variables were found to have significantly influenced employee retention in both the public and private sector organizations: training and development, challenging/interesting work, freedom for innovative thinking, and job security.

scholarly journals Comparing Employee Attitudes towards Individualism-Collectivism across Public and Private Sector Organizations

2008 ◽  
Vol 23 (1) ◽  
pp. 19-47
Author(s):  
Cho Tae Jun ◽  
Faerman Sue R.
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Factor Model ◽  
Employee Attitudes ◽  
Public And Private ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

One hundred thirty on responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theroretical and practical implications of the findings are discussed.

Preservation of Recorded Information in Public and Private Sector Organizations

2019 ◽  
pp. 1537-1555
Author(s):  
Nathan Mwakoshi Mnjama
Keyword(s):  
Private Sector ◽  
Good Governance ◽  
Electronic Records ◽  
Public And Private ◽  
The Public ◽  
Organizational Resource ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
Long Term Preservation

The long-term preservation and accessibility of business records is often not accorded the attention that it deserves. Yet, records are a major organizational resource needed to support the current business of the organization as well as retaining the verifiable evidence of an organization's past programmes and activities. Records also serve as tools of accountability, transparency and good governance and provide reliable evidence in organizations' transactions and activities. The long-term preservation of records ensures that the organization is protected against costly litigation and that its interests and those of its employees are protected. This chapter lays emphasis on the need to preserve organizational records, the challenges facing preservation activities in the public and private sector organizations, the challenges of managing and preserving electronic records and proposes strategies for addressing these challenges.

Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

2021 ◽  
pp. 097226292110526
Author(s):  
Jain Mathew ◽  
Kohila Rajam ◽  
Sridevi Nair
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Engagement ◽  
Public And Private ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

EXPLORING THE HR PROFESSIONALS’ EMPLOYEE ADVOCATE ROLE IN A DEVELOPING COUNTRY: The case of Malawi

2012 ◽  
Vol 02 (12) ◽  
pp. 39-48
Author(s):  
Rhoda Cynthia Bakuwa
Keyword(s):  
Private Sector ◽  
Developing Country ◽  
Random Sample ◽  
Freedom Of Expression ◽  
Key Factors ◽  
African Countries ◽  
Line Managers ◽  
Public And Private ◽  
Private Sector Organizations ◽  
Public And Private Sector

This study specifically explored the key factors that significantly influence the performance of the employee advocate role by HR professionals in a developing country context – Malawi. The study used a standardised questionnaire administered to a random sample of 305 respondents (95 HR professionals, 121 line managers, and 89 employees) drawn from public and private sector organizations in Malawi. The standard multiple regression results revealed that the perception that HR professionals perform the employee advocate role was mainly influenced by the HR professionals’ ability to motivate employees through organizing regular staff meetings. The main implication of the results of this study is that organization of regular staff meetings to listen to the views and concerns of employees is fundamental to the enhancement of the HR professionals’ employee advocate role. Such meetings provide an opportunity for the employees to have their views and concerns heard which is in line with the current wave of democratic dispensation and freedom of expression in many African countries.

تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Abdulfattah Yaghi
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Women's Work ◽  
Convenience Sample ◽  
Public And Private ◽  
The Public ◽  
Women’S Work ◽  
National Values ◽  
Private Sector Organizations ◽  
Public And Private Sector

<p dir="RTL">هدفت هذه الدراسة إلى تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص من خلال استطلاع آراء الموظفين الإماراتيين حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا. وتم استخدام أسلوب المسح الميداني بتوزيع 1500 استبياناً خاصا بالدراسة على عينة عشوائية متيسرة من الموظفين الإماراتيين العاملين في مختلف الإمارات السبع في الدولة وتم استرجاع 1026 استبيانا مكتملا منها. وقد أظهرت نتائج تحليل التباين الأحادي وتحليل الانحدار المتعدد أنّ الموظفين يؤيدون عمل المرأة المواطنة خارج بيتها لكن مع وجود تخوف من أن يكون هذا العمل على حساب بيتها وأسرتها. كما أنّ الموظفين يؤيدون تولي المرأة الإماراتية مناصب إدارية وقيادية عليا في مؤسساتهم ويثقون بقدرتها على القيام بمهام هذه الوظائف. كما أظهر التحليل أن النساء الإماراتيات يفضلن العمل في وظائف تختلف عن تلك التي يفضلها لهن الرجال مع تشابه الطرفين في تفضيل عمل المرأة المواطنة في الوظائف الحكومية عموما. وقد تأثرت آراء الموظفين بعوامل رئيسية هي الجنس ومستوى التعليم ودرجة التمدن والتمسك بالقيم والعادات والتقاليد الإماراتية ودرجة المحافظه أو التحرر. وقد تمت مناقشة هذه النتائج وارتباطها بالثقافة التنظيمية وثقافة المجتمع في الإمارات العربية المتحدة.</p><p dir="RTL"> <strong><em>كلمات محورية</em></strong>: ثقافة تنظيمية، عمل المرأة، الإمارات، وظائف قيادية</p><p dir="RTL" align="right"><strong>Examining the Organizational Culture of Public and Private Sector Organizations about the Work of Emirati Women and their Appointment in Administrative and Top Leadership Positions</strong></p><p>The purpose of the present study was to examine organizational culture in the public and private sectors by exploring Emirati employees’ opinion about local women’s work and leadership capabilities. Survey was used to collect responses from a convenience sample of 1500 employees of which 1026 were completed and analyzed using SPSS. Univariate and multivariate analyses showed that employees supported women’s work outside home but with concern that such work might come on the expense of their families. Employees also supported women’s appointment in administrative and leadership top positions with confidence in their leadership capabilities. Although expressed similar opinions, men were less supportive of women and have preferred different jobs for local women with governmental jobs being marked as the most suitable for Emirati women by both genders. Those opinions were influenced by employee’s gender, education, urbanization, commitment to national values, and liberalism. These findings have been discussed in relationship with organizational culture and culture of the society. <strong><em></em></strong></p><p><strong><em>Keywords</em></strong>: Women Work, Emirates, Leadership, Public Sector, Private Sector, Organizational Culture</p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]-->

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