scholarly journals Mapping the Relation between Emotional Intelligence and Managerial Effectiveness at Workplace: An Overview

2016 ◽  
Vol 3 (1) ◽  
Author(s):  
Nidhi Chadha
Keyword(s):  
Human Capital ◽  
Emotional Intelligence ◽  
Human Resource ◽  
Valuable Insight ◽  
Managerial Effectiveness ◽  
Human Resource Policies ◽  
The Subject ◽  
Growing Economy

The present study attempts to ascertain the importance of relationship between emotional intelligence and managerial effectiveness. Though a great deal of attention has been paid to this area in the last few decades, but the subject still requires more research as the business scenario is continuously changing and is prone to unpredictable challenges. India being a rapidly growing economy and largely depends upon its human capital and so increasing attention is being directed towards improving emotional intelligence and managerial effectiveness. Thus, this study is in a growing line of research and can provide valuable insight especially for managers as it can help in planning and executing human resource policies aimed at augmenting the effectiveness of managers.

UNETHICAL HR PRACTICES AND THEIR IMPACT ON EMPLOYEES

2021 ◽  
Vol 12 (1) ◽  
pp. 35-44
Author(s):  
Dr Sumbul Tahir ◽  
Keyword(s):  
Human Resource ◽  
Exploratory Study ◽  
Hr Practices ◽  
Human Resource Policies ◽  
Unethical Practices ◽  
Conceptual Clarity ◽  
Theoretical Paper ◽  
The Subject ◽  
Practical Implications ◽  
Policies And Practices

Purpose: To throw light on some unethical Human resource policies followed by companies and suggest ways to overcome them. Approach: This is a theoretical paper designed to provide conceptual clarity on the subject. An exploratory study aims to enhance recognition and understanding of some policies and practices causing discomfort to employees. Findings: Several policies reported to be unethical by employees worldwide have been described in detail. Practical implications: This paper will offer insights to HR professionals encouraging them to realize and change some policies and practices that have become a part of their organizations. It also will encourage people from other fields to learn how they can flag unethical practices in their organizations.

Emotional Intelligence and Job Performance.

GIS Business ◽  
2019 ◽  
Vol 14 (6) ◽  
pp. 543-552
Author(s):  
Dr. Amitabh Roy ◽  
Dr.Akhilesh Tiwari
Keyword(s):  
Emotional Intelligence ◽  
Job Performance ◽  
Human Resource ◽  
Service Industry ◽  
Technological Advancement ◽  
Crucial Importance ◽  
Human Energy ◽  
Energy Information ◽  
Performance Demands

The era of business and commerce have witnessed the swift in alternation towards globalization and competitiveness among the organization. Expanding technological advancement and development of service industry runs as an inseparable unit growing performance demands. In order to ensure remarkable performance the human resource today is required to perform physically and emotionally. Thus,emotional intelligence (EI)is acquired crucial importance in the field of human resource, EI is the ability to sense ,understand and effectively apply power and acumen of emotions to a source as a human energy ,information, connection and influence.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

scholarly journals Human capital and human resource management to achieve ambidextrous learning: A structural perspective

2017 ◽  
Vol 20 (1) ◽  
pp. 63-77 ◽  
Author(s):  
Mirta Diaz-Fernandez ◽  
Susana Pasamar-Reyes ◽  
Ramon Valle-Cabrera
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Perspective

scholarly journals Developmental Human Resource Configuration, Unique Human Capital, and Employee Innovative Work Behavior: A Multilevel Moderated Mediation Model

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110279
Author(s):  
Po-Chien Chang ◽  
Man-Jing Zhang ◽  
Ting Wu
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Social Exchange ◽  
Work Behavior ◽  
High Tech ◽  
Full Time ◽  
Resource Configuration ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Empowerment Climate

Drawing on social exchange theory (SET), the purposes of this research are to investigate the effect that developmental human resource configuration (DHRC) has on employee innovative work behavior (IWB) and to examine the role that an empowerment climate plays in the relationship. The study assumes that knowledge workers perform IWB if they perceive the application of DHRC and the empowerment climate to support autonomy, information sharing, and team accountability. The data were collected from 37 R&D managers and 370 full-time R&D engineers, constituting 37 different high-tech companies in Guangdong province, China. Results show that a positive relationship between DHRC and IWB was found and was partially mediated by unique human capital. Findings also demonstrate that empowerment climates strengthen this relationship. The implications of the findings and future directions for research are further discussed.

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