Thanks Manjari, this is indeed a good post.

Superb post, very useful.

Thank You :-)

Good Post Pradeep, many people can refer and develop things out of your these appended docs. Thanks

Hi Alamu,

Revathi has already given some good points.

About your confusion, it looks like, your Orgnization requires a strong system to drive Performance Appraisal which results into successful Performance Management at large. It can play a pivotal role in your retention strategy!


Nevertheless....

If your data says that attrition rate is very high in your Organization, then
+ figure out which group of employees is/are contributing the most.
+ identify the age, experience, education, sex,....relevance to the no.of resignation and releases.
+ when you read employee engagement literature/empirical papers, you see that there is positive correlation between employee engagement and retention. So, this is a vivid example that retention strategy can be a huge topic to take up. Hence, identifying the actual problem area and targeting it by customized intervention areas suitable in your Organization will help.

People leave Organization of various reasons: boss, limited learning, no growth in experience, less pay, no role expansion/enrichment, location constraint, ........ you need to find out which one is the major culprit in your company :-)

Good wishes,
Paramananda

Jothi,

Plz read book and articles by Dr.B L Maheswari (he was the man behind MBO movement in India)

http://www.jstor.org/pss/4362058
search for other articles.


For your project, it would be more interesting and meaningful if you combine/compare MBO with other tools/theories of Performance Management. Because, one concept/tool alone is never complete & satisfactory!

Good wishes,
Paramananda

Mathi,

If your present employer is giving hike, it may not exceed 10-15% (at the max). If the hike you are expecting is going to come from grade movement/promotion, it may even touch 20-30% (ideally but max).

If you want to boost your earning by changing your job/employer, then with your experience, 20-40% hike can be seen.

100+% hike is utterly difficult unless you are very very lucky and you possess certain competencies which are rare and special.

Good wishes & regards,
Paramananda

Fantastic story!
A lesson which conveys a strong message that we can get our answer/solution by working on different ways differently. What is required is just an independent mind to exercise OUT-OF-BOX :-)

Hi Minal,

The answer should be decided by you only! We can only guess you & the situation (here, the job offer and potential employer). But you know yourself and situation/employer better than us.

Know Yourself:
Ask your degree of inclination towards HR. Are you made for real HR? Where & what you want to see yourself in HR sphere? OR, Are you simply after the 'HR' tag to be attached in your profile (am asking this as many people are associated with designations of HR but their 80-90% of work is Admin)?

Situation/Job/Organization:
Do you need that job at present? Do you have some choices? Do you see any growth (learning, earning) continuing in the current job? How big is the company which is offering you the Admin role? In which industry it is (remember, in some industries, HR job by itself expects some role & responsibilities which otherwise come under the purview of Admin in IT/ITES industry).

But talking straight, if you are serious about HR (you are clear about it), then, you may not like to go for it. And, I don't think there is no big difference in pay!

Hope, this helps :-)

Hi Pradeep,

Very nice point of discussion.

Well, I would not buy in your lines, "If he accepts and join the company with that designation his growth prospects will be curbed".........downward".

Here, we should not discuss only about Salary and Designation. We should not miss discussing about the role & responsibilities he would be executing with that designation. Plus, definitely the size & repute of the Organization which is offering him a a job. When you are at managerial level, mere designation tagging matters less, WHAT MATTERS IS ROLE. So, if the new organization has both better role and space & challenge to play it, then, he should take it without any second thought. You see, he would be in advantage >>> association with better organization of repute, better pay package, more learning when the role is challenging..... :-)

If the role & organization are not that attractive as I assumed above, better he don't contribute in attrition rate of his present organization :-)

Farhan,
Nice to see your enthusiasm!
I would like to say that you need to zero in one area as Psychology is very vast (there are many areas of specialization in Psychology). As I understand from your interest about OB & OD, you want to pick up something from Industrial Psychology. Still, it is huge!

There are 'n' number of studies on work place spirituality in India, but you see, such topic may shine in Academia but most probably would not be welcomed in industry. Again, your no.1 "Contingency Theory of Leadership" is no doubt, a good theory but you should link it to some other variables for research, otherwise, the theory remains a theory.

Yes, your point no.2 (impact of managerial apathy on employee motivation/ performance/ organizational efficiency/ employee development) sounds good. However as I suggested, you need to narrow down your area of exploitation. It will help you have a good grip on you subject of study. No point to deny that motivation, performance, efficiency, development etc.are not relevant. But they deserve some respect from students/researchers :-) ......meaning, e.g, when you say "Employee Development", question can be, from which angle you want to see it? from Learning & Development perspective? from Career Development? from Competency Development? from work-life? etc.

So, think through and we can continue discussing/debating on things here :-)

Good wishes & Regards,
Param