Career Adapt-Abilities Scale-Short Form: Validation for Use in India

2021 ◽  
pp. 097226292110503
Author(s):  
Suchitra Pal ◽  
Lalatendu Kesari Jena

The Career Adapt-Abilities Scale (CAAS) is popular among researchers and validated in many countries but has not yet been tested for the Indian context. This study examined the CAAS Short Form (CAAS-SF) among a sample of Indian business school students. The CAAS-SF consists of four subscales, each with three items measuring concern, control, curiosity and confidence as psychosocial resources. A sample of 369 Indian business-school students with human resource management as major participated in the scale validation process. The internal consistency estimates for the subscales and total scores were found to be comparable or better than previous CAAS-SF assessments. Based on this study’s findings, the CAAS-SF appears to be appropriate for measuring career adaptability resources in Indian business school students.

Author(s):  
Steven D. Charlier ◽  
Lisa A. Burke-Smalley ◽  
Sandra L. Fisher

Given the importance of human resource management skills both in management education and business in general, an empirical review of undergraduate human resource (HR) curricula and programs is needed. In this study, the authors provide an investigative analysis of the content taught across HR programs in the U.S. and the context in which HR programs operate. Specifically, data across 179 undergraduate “SHRM-aligned” HR programs were collected and analyzed to identify common as well as unique content and contextual attributes at the university, business school, and program levels. Against the backdrop of the study's findings, the authors step back and purposefully comment on how they believe HR education can best be moved forward. In total, this study seeks to inform stakeholders in HR education through a clearer picture of the current and potential future states of HR curricula within U.S.-based undergraduate management programs.


1995 ◽  
Vol 77 (3) ◽  
pp. 1043-1048
Author(s):  
Richard H. Evans

This study incorporated attitudes and imitation in the Bass (1969) model of diffusion. It was hypothesized that the Bass model with the inclusion of attitudes and imitation would perform better than a naive Bass model. Mean absolute deviations over three levels of purchase intention confirmed the hypothesis. 120 undergraduate business school students served as subjects and the stimulus object was athletic shoes.


2016 ◽  
Vol 26 (4) ◽  
pp. 497-528 ◽  
Author(s):  
Elisa Figueiredo ◽  
Leonor Pais ◽  
Samuel Monteiro ◽  
Lisete Mónico

Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.


Author(s):  
Steven D. Charlier ◽  
Lisa A. Burke-Smalley ◽  
Sandra L. Fisher

Given the importance of human resource management skills both in management education and business in general, an empirical review of undergraduate human resource (HR) curricula and programs is needed. In this study, the authors provide an investigative analysis of the content taught across HR programs in the U.S. and the context in which HR programs operate. Specifically, data across 179 undergraduate “SHRM-aligned” HR programs were collected and analyzed to identify common as well as unique content and contextual attributes at the university, business school, and program levels. Against the backdrop of the study's findings, the authors step back and purposefully comment on how they believe HR education can best be moved forward. In total, this study seeks to inform stakeholders in HR education through a clearer picture of the current and potential future states of HR curricula within U.S.-based undergraduate management programs.


Paradigm ◽  
1998 ◽  
Vol 2 (1) ◽  
pp. 10-21
Author(s):  
E.M. Rao

HRM took its birth in the precincts of Harvard Business School in the early 80s as an offshoot of organisational behaviour. It propagates unitarism, individualism, strong cultures, teamwork, flexibility, commitment and the take-over of personnel function by line managers, and seeks to present a revolutionary recipe with a ‘cure-all’ flavour. HRM influenced employers, academics and students in varying degrees. The undue emphasis of OB theory and deemphasis of personnel/IR practice led to a host of dysfunctional consequences. Upcoming managers are the worst hit in terms of translating their knowledge into skills required to handle complex problems lying in store for them. The shallowness of HR assumptions, the inherent contradictions among its concepts and the wide gulf between its precept and practice-all these have reduced it to ‘fiction.’


2013 ◽  
Vol 1 (3) ◽  
Author(s):  
Abdullah Qodir PPs IKIP PGRI Semarang

AbstractContext of this research is currenly number of studentsineducational institutions has decreased, incontrary number of studentin Alfalah boarding school students increased. To equip future students, Ponpes Alfalah provide religious instruction and general skills.The study states that the characteristics of Boarding Schools Alfalah by type including modern, according to the pondok boarding including boarding kalafi, according to the type of type D.Implementation of human resource management in Ponpes Alfalah performed as follows: planning is done by trend analysi, then formulated in the form of planning. The new organizing committee made the division of tasks and educators. Implementation include: the method of recruitment is not open so there is no selection, orientation has not been carried out on all new personnel, skill for common materials are still depend on Regional Offices of Religious Affair. Controls include a new assessment using individualized approach. Compensation provided is in accordance withthe job analysis.AbstrakKonteks penelitian ini adalah di saat banyak lembaga pendidikan mengalami penurunan siswa, justru Pondok Pesantren Alfalah mengalami kenaikan santri. Untuk membekali masa depan santri, Ponpes Alfalah memberikan pelajaran agama, umum dan ketrampilan.Hasil penelitian menyatakan bahwa karakteristik Pondok Pesantren Alfalah menurut jenisnyatermasuk pondok pesantren modern,menurut kelompok pondok pesantren termasuk pondok pesantren kalafi, menurut tipe Ponpes termasuk tipe D. Implementasi manajemen sumber daya manusia Ponpes Alfalah dilakukan sebagai berikut: perencanaan dilakukan berdasarkan analisiss trend, kemudian dirumuskan dalam bentuk perencanaan, pengorganisasian barudilakukan pembagian tugas pengurus dan tenaga pendidik. Pelaksanaan meliputi: metode rekrutmen belum terbuka sehingga tidak ada seleksi. Orientasi belum dilaksanakan pada semua tenaga baru.Pelatihan untuk materi umum masih tergantung panggilan dari KanwilKemanag. Pengendalian meliputi: penilaian baru menggunakan cara pendekatanindividual. Kompensasi yang diberikan tidak sesuai dengan job analisis.Kata-kata Kunci: Ponpes Alfalah, Management, Human ResourceManagement.


2020 ◽  
pp. 140-155
Author(s):  
B.Arul Senthil ◽  
D. Ravindran ◽  
S.A. Surya Kumar

This paper examines the Trait Emotional Intelligence (TEI) of business school students using the Trait Emotional Intelligence Questionnaire‐Short Form (TEIQ). The primary objective of the research is to study the wellbeing, self‐control, emotionality, and sociability of students in a various business schools and to identify the differences in students’ emotional intelligence (EI) with regards to students’ undergraduate (UG) degree, family type, work experience, brought up place and gender. This survey was carried out among the MBA students of a various B‐schools in India and data were collected from 141 respondents. The researchers employed T‐Test & one‐way Anova to test all variables using descriptive statistics for better understanding. Many researchers proved that emotional intelligence helps in successful leadership irrespective of domains. Researchers strongly believe students who pursue management degrees will one day become business leaders. Therefore, there is a scope in EI for business students. Many research papers on EI for leaders have been published but only few have been published on EI for business students. One of the results from this study shows that students who brought up in semi urban cities exhibit significant differences in wellbeing factor of TEI


2018 ◽  
Vol 8 (3) ◽  
pp. 1-25
Author(s):  
Mihir Ajgaonkar ◽  
Keith D’Souza

Subject area The subject areas are organizational management, organizational behaviour and human resource management. Study level/applicability The study is applicable for courses in human resource management and organizational behaviour as part of masters-level programmes in business administration and management, executive development programmes on organization design and development for middle/senior management. Case overview In 2003, Elizabeth and Sunil Mehta had founded a voluntary organization, “Muktangan”, focussed on child-centric education through innovative pedagogy for the community of the urban poor. Elizabeth, an educationist, and Sunil, a highly successful business person, joined hands to contribute to the well-being of urban poor to make a difference to their lives. Elizabeth and Sunil presented a proposal to impart education for “the children of the community, by the teachers drawn from the community” to the residents of the slums in central Mumbai. With a humble beginning of running a small pre-school, Muktangan now manages seven schools with 3,400 children and 500 teachers, and a teachers’ training centre with a capacity to train 100 teachers a year. Muktangan won acclaim for its unique pedagogy and a very effective child-to-teacher ratio. Over the years, Elizabeth and Sunil led Muktangan with a strong passion and a “hands-on” approach. Of late, Elizabeth and Sunil faced questions from their donors about the sustainability of Muktangan with respect to leadership and management succession. Elizabeth and Sunil had a vision for Muktangan for self-directed growth with an empowered team. Muktangan embarked on the journey to create a leadership for self-directed growth. Sunil, Elizabeth and team Muktangan conceptualized and implemented a change management intervention with help from an external consultant to build the desired organization. Expected learning outcomes Outcomes are understanding issues involved in the leadership, organization design and management of change, particularly of those organizations engaged in social change and development in developing societies. Supplementary materials The Muktangan Story: Part A – An Organizational Study; The Muktangan Story Part B – Winds of Change; Teaching Note; References: Bradach J. (1996), Organizational Alignment: The 7-S Model, Harvard Business School Publishing, Boston, MA 02,163. Cooperrider D. and Whitney D. (2005), “A Positive Revolution in Change: Appreciative Inquiry”, In The Change Handbook. The Definitive Resource on Today’s Best Methods for Engaging.Whole Systems, by Peggy Holman, Tom Devane, and Steven Cady. Berrett-Koehler Publishers. Cooperrider D., Whitney D., and Stavros J.M. (2008), Appreciative Inquiry Handbook for Leaders of Change (Second Edition), Berrett-Koehler Publishers. Greiner, L.E. (1998), “Evolution and Revolution as Organizations Grow”, Harvard Business Review, May-June, 3-11. www.muktanganedu.org/ accessed 12 April, 2018. Kessler, E. H., (2013) (ed.), Encyclopaedia of Management Theory, Sage Publications Kotter, J. P. (1996), Leading Change, Harvard Business School Press, Boston. Lewin K. (1951), Field Theory in social science, Harper & Row, New York. Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980), Structure is not organization. Business Horizons, 23(3), 14-26. Subject code: CSS 6: Human Resource Management.


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