ASHUTOSH MUDULI | Pandit Deendayal Petroleum University, Gandhinagar (original) (raw)
Papers by ASHUTOSH MUDULI
Talent management (TM) has become an imperative in the face of today's business challenges. Compa... more Talent management (TM) has become an imperative in the face of today's business challenges. Companies are increasingly realizing that successful TM is the key to high performance. By assessing available talent, placing the right people in their best roles and finally retaining them organizations can survive and thrive in today's increasingly competitive markets. Survey conducted by Mc Kinsey and co. observed that 54% senior
mangers don’t spend enough time on talent management.
The study aims at exploring the TM practices in Indian corporate. TM practices considered for the study includes recruiting and staffing, competency management, leadership development and assessment, performance management, compensation and
succession planning. Effectiveness of talent management practices is examined through a talent management outcome scale consisting of Absenteeism, Turnover and Productivity
as variables. For the purpose of the study, Data were collected from executives and non executives working in different manufacturing and service sectors of India. Co relation and
regression analysis was conducted to examine the influence of TM practices on the dependent variable i.e. TM outcome.
The result suggests that some of the practices are very important while others less important. Recruiting and staffing, competency management, leadership development and assessment, performance management are found to correlate least with absenteeism, whilst compensation and succession planning appeared to be more strongly related with absenteeism. Leadership development and assessment, performance management, compensation and succession planning are strongly related with turnover, whilst recruiting and staffing, competency management are found to correlate least with
turnover. Competency management, leadership development and assessment, performance management are strongly related with productivity, whilst compensation and succession planning and recruiting and staffing correlate least productivity.
BVIMR Management Egde, Vol. 4, No. 2 (2011) PP 115-118, 2011
In this cut throat competitive era service firms may survive with innovative strategies with ref... more In this cut throat competitive era service firms may survive with innovative strategies with
reference to people, process and physical evidence that differentiate their services from their
competitors.
The key objective of this paper is to highlight the strategies of Southwest airlines that
facilitated it to produce a successful model in airlines industry that was benchmark for the
entire world. Paper enlightens that if a service firm gives priority to its employees than
customers, it automatically serves customers in better way as services of a company are given
through employees and employees’ delight is customers’ delight in service sector.
Personnel Today, Indian Journal of Personnel Management, Vol. XXXI, No 3, October-December, 2010, 2010
Six Sigma as a quality-management philosophy concentrating on identifying, quantifying, and driv... more Six Sigma as a quality-management philosophy concentrating on identifying, quantifying, and
driving out errors in business processes and in the design of new products, through leadership,
customer-centric goals, teamwork, customer-focused metrics, and control of costs. The essence
of six sigma is that they bring together operating systems and processes (either manufacturing,
administrative, or service) with a high degree of respect for the workers. Implementation of six
sigma require companies not only develop technologies to create products and processes that
meet or exceed customers’ needs and expectations but also stimulate a culture throughout the
organization that continually views customer-focused quality as a primary goal. A six sigma
culture ensures a structure in which every one knows what is expected of them, what their
contributions are, and how to measure their own success. It is about creating an environment
where people feel good about themselves. It requires mutual respect for everyone’s knowledge
and skills. Managerial practices like leadership, training, competency development, team spirit,
empowerment, reward and recognition system can foster the creation of a suitable six sigma
culture. Relying on these practices can help managers to understand the processes that are
likely to drive a Six sigma quality-oriented behavior within organizations.
Synergy, Vol. IX No. I, 2011
Research in the field of human resource management has proved that all Human Resource (HR) tools ... more Research in the field of human resource management has proved that all Human Resource (HR) tools and techniques cannot be equally applied to each and every organization operating in different cultural contexts. Therefore, whether certain Human resource techniques (e.g. performance based reward) are appropriate for a particular cultural context should be investigated before such techniques are applied in that cultural context. In the current research, the researcher has attempted
to study the appropriateness of Performance based reward (PBR) in Indian culture. The Hofstede (1984) four dimensions model of national cultures is adopted to study the characteristics
of Indian culture. Extensive literature study is conducted to ascertain the relatedness of culture dimensions with performance based reward (PBR). Agreeing with the past studies, the study found evidence for high power distance, more collectivism, high uncertainty avoidance, and low masculinity culture in India. Detail examination of the unique characteristics of Indian national culture in reference with compensation reveals the non suitability of Performance based reward (PBR) to the national culture. To confirm the result, the researcher conducted an attitude survey of Indian employees towards Performance based reward (PBR). The survey was conceptualized
by relating the attitude of employees towards equity based pay and equality based pay. The result of the survey reveals a mismatch of national culture characteristics with the present
attitude of Indian employees. This finding invites the possibility of cultural shift in India, which is less convincing and therefore can be attributed to a slow shift of orientation of the society
driven by the change in economic conditions imposed by the economic reforms. However, the author cautioned the decision makers not to ignore the fact that most of the studies on Indian
culture ends up with such a state of affair which has been getting further complicated with the evidence of the presence of multicultural characteristics within the country itself.
The Indian Journal of Indian Relations, Vol. 46, No.2, 2010
Instructor’s decision to choose a suitable instruction methodology depends upon the maturity leve... more Instructor’s decision to choose a suitable instruction methodology depends upon the maturity level of learners. Literature reveals the use of andragogy or pedagogy as instruction methodology. Self-concept of learner, experience, learning motivation, orientation to learning and domain of instruction are identified as the factors of learner’s maturity level. The current study focused on examining the relative effectiveness of andragogy and pedagogy in teaching higher level informative course to Postgraduate management learners of an autonomous B’ school of Rajasthan, India. Effectiveness of learning is examined through measuring learning output. Analysis of result reveals relatively high maturity level of learners and therefore preferred methodology of instruction shall be andragogy only. Instructors are suggested to use practical application through use of videos, experiential exercises, and group activities in which learners can share their experiences.
Management of Petroleum Sector, Excel India Publishers, March, 2010, 2010
The Indian oil and gas sector is one of the six core industries in India and has very significant... more The Indian oil and gas sector is one of the six core industries in India and has very significant forward linkages with
the entire economy. Against a backdrop of rising demand locally as well as globally and intention of the government
to actively explore further, a boom is expected in the Indian Exploration & Production sector. Further,
Globalization leading to mergers and acquisitions, technological advancement, frontier and new production
development, changing demographics and regulatory requirements all challenge the upstream petroleum industrymore
specifically the ability of the industry to attract and retain a skilled workforce. Survey reported a substantial
supply and demand gap in the skills in India. The gap on account of demand-supply mismatch may get further
aggravated by the exodus of these critical skills from the domestic industry on account of international
requirements. With this backdrop in mind, this paper aims at exploring the HRM challenges in the Upstream oil and
gas industry. Attempt is also made to suggest solutions to the problems. The HRM challenges are explored through
the key characteristics of the Industry such as Cyclical nature, Restructuring, Regulatory processes, Industry cycle
stage and Workplace skills. For example, Continuous restructuring in response to competitive pressures and
commodity price fluctuations will have long term impact on attracting and retaining skilled workers. The new
entrants to the job market may frequently see the oil and gas business as one that does not offer long-term career
stability and growth. This affects industry’s ability to attract and retain top-flight people. Regulatory processes also
influence the business development and, therefore, employment opportunities. The Industry life cycle can also affect
the HRM practices. For example, HR strategies at the beginning of the life cycle are managed differently from
mature regions. Finally, the paper suggested some action points for the government, the organizations and the
education sector.
Manpower Journal, Vol. XLIV, No. 3, July- September, 2009, 2009
Agility is the new solution for managing a dynamic and changing environment. Surviving and prospe... more Agility is the new solution for managing a dynamic and changing environment. Surviving and prospering in a competitive environment of continuous and unpredictable change by reacting
quickly and effectively to changing markets requires an agile workforce. Despite increasing recognition that workforce agility is critical to achieve competitiveness, the concept of workforce
agility has not yet been systematically studied. The study explored the attributes of an agile workforce and identified the management practices capable of promoting workforce agility.
Extensive literature review reveal adaptiveness, flexibility, developmental, innovative, collaborative, competent, speed, and informative as attributes of agile workforce. Training,
compensation, empowerment, team work and information system are identified as management practices capable of promoting workforce agility. Empirical data were collected to identify the
relative contribution of management practices in Indian industries to the construct of workforce agility. The result demonstrates that team work has the greatest influence on workforce agility, followed by compensation system, empowerment, training, and then information systems.
The ICFAI Journal of Organisational Behaviour, ICFAI University Press, Vol.33, No.3, 2009, 2009
In today’s hyper competitive market with extremely high rates of technology as well as product ob... more In today’s hyper competitive market with extremely high rates of technology as well as product obsolescence, organizations have hardly any option but to demonstrate their entrepreneurial flexibility and come up with innovative products and services. In such a scenario, only a manager with an entrepreneurial mindset can provide the required agility to the organization and promote a culture of innovation. This has enhanced a need for developing
corporate managers with entrepreneurial qualities within the academic world. The study primarily aims at studying Corporate entrepreneurship and understanding the role of Achievement motivation training (AMT) in promoting corporate entrepreneurial quality among the students. Attempt is also made to understand the process and instrument of Achievement motivation training. Further, the effectiveness of the training programme in
the form of knowledge and skills gained from training and trainees’ reactions to the training instruments, trainer’s ability, training materials and training process is measured empirically. A regression analysis was used to determine the role of perceived training usefulness and trainee’s efforts to gain skills and
knowledge in explaining achieved level of effectiveness. The result indicates significant increase in trainees’ skills and knowledge as a result of the training. The beta values indicate that the method of conduction of training has the greatest influence on trainee’s efforts to gain skills and knowledge,
followed by trainer’s ability to train, and then the training Instrument and finally training materials.
Management and Labour Review, Sage Publication, Vol.33, No.3, pp.354-372., Aug 1, 2008
The majority of research on empowerment has focused on the individual job incumbent’s psychologic... more The majority of research on empowerment has focused on the individual job incumbent’s psychological experience of empowerment and linking this with various work-related outcomes. Work context capable of promoting empowerment has been neglected by researchers. Extensive literature survey explored Information sharing, autonomy through boundaries, team
responsibility, reward system, workplace independence and flexibility and skill acquisition and development as work context (managerial structures and practices) and conceptualized as
empowerment climate construct. Regression analysis indicated autonomy through boundaries has the greatest influence on empowerment, followed by team accountability, workplace independence and flexibility, Reward system, information sharing and then skill acquisition and development.
Talent management (TM) has become an imperative in the face of today's business challenges. Compa... more Talent management (TM) has become an imperative in the face of today's business challenges. Companies are increasingly realizing that successful TM is the key to high performance. By assessing available talent, placing the right people in their best roles and finally retaining them organizations can survive and thrive in today's increasingly competitive markets. Survey conducted by Mc Kinsey and co. observed that 54% senior
mangers don’t spend enough time on talent management.
The study aims at exploring the TM practices in Indian corporate. TM practices considered for the study includes recruiting and staffing, competency management, leadership development and assessment, performance management, compensation and
succession planning. Effectiveness of talent management practices is examined through a talent management outcome scale consisting of Absenteeism, Turnover and Productivity
as variables. For the purpose of the study, Data were collected from executives and non executives working in different manufacturing and service sectors of India. Co relation and
regression analysis was conducted to examine the influence of TM practices on the dependent variable i.e. TM outcome.
The result suggests that some of the practices are very important while others less important. Recruiting and staffing, competency management, leadership development and assessment, performance management are found to correlate least with absenteeism, whilst compensation and succession planning appeared to be more strongly related with absenteeism. Leadership development and assessment, performance management, compensation and succession planning are strongly related with turnover, whilst recruiting and staffing, competency management are found to correlate least with
turnover. Competency management, leadership development and assessment, performance management are strongly related with productivity, whilst compensation and succession planning and recruiting and staffing correlate least productivity.
BVIMR Management Egde, Vol. 4, No. 2 (2011) PP 115-118, 2011
In this cut throat competitive era service firms may survive with innovative strategies with ref... more In this cut throat competitive era service firms may survive with innovative strategies with
reference to people, process and physical evidence that differentiate their services from their
competitors.
The key objective of this paper is to highlight the strategies of Southwest airlines that
facilitated it to produce a successful model in airlines industry that was benchmark for the
entire world. Paper enlightens that if a service firm gives priority to its employees than
customers, it automatically serves customers in better way as services of a company are given
through employees and employees’ delight is customers’ delight in service sector.
Personnel Today, Indian Journal of Personnel Management, Vol. XXXI, No 3, October-December, 2010, 2010
Six Sigma as a quality-management philosophy concentrating on identifying, quantifying, and driv... more Six Sigma as a quality-management philosophy concentrating on identifying, quantifying, and
driving out errors in business processes and in the design of new products, through leadership,
customer-centric goals, teamwork, customer-focused metrics, and control of costs. The essence
of six sigma is that they bring together operating systems and processes (either manufacturing,
administrative, or service) with a high degree of respect for the workers. Implementation of six
sigma require companies not only develop technologies to create products and processes that
meet or exceed customers’ needs and expectations but also stimulate a culture throughout the
organization that continually views customer-focused quality as a primary goal. A six sigma
culture ensures a structure in which every one knows what is expected of them, what their
contributions are, and how to measure their own success. It is about creating an environment
where people feel good about themselves. It requires mutual respect for everyone’s knowledge
and skills. Managerial practices like leadership, training, competency development, team spirit,
empowerment, reward and recognition system can foster the creation of a suitable six sigma
culture. Relying on these practices can help managers to understand the processes that are
likely to drive a Six sigma quality-oriented behavior within organizations.
Synergy, Vol. IX No. I, 2011
Research in the field of human resource management has proved that all Human Resource (HR) tools ... more Research in the field of human resource management has proved that all Human Resource (HR) tools and techniques cannot be equally applied to each and every organization operating in different cultural contexts. Therefore, whether certain Human resource techniques (e.g. performance based reward) are appropriate for a particular cultural context should be investigated before such techniques are applied in that cultural context. In the current research, the researcher has attempted
to study the appropriateness of Performance based reward (PBR) in Indian culture. The Hofstede (1984) four dimensions model of national cultures is adopted to study the characteristics
of Indian culture. Extensive literature study is conducted to ascertain the relatedness of culture dimensions with performance based reward (PBR). Agreeing with the past studies, the study found evidence for high power distance, more collectivism, high uncertainty avoidance, and low masculinity culture in India. Detail examination of the unique characteristics of Indian national culture in reference with compensation reveals the non suitability of Performance based reward (PBR) to the national culture. To confirm the result, the researcher conducted an attitude survey of Indian employees towards Performance based reward (PBR). The survey was conceptualized
by relating the attitude of employees towards equity based pay and equality based pay. The result of the survey reveals a mismatch of national culture characteristics with the present
attitude of Indian employees. This finding invites the possibility of cultural shift in India, which is less convincing and therefore can be attributed to a slow shift of orientation of the society
driven by the change in economic conditions imposed by the economic reforms. However, the author cautioned the decision makers not to ignore the fact that most of the studies on Indian
culture ends up with such a state of affair which has been getting further complicated with the evidence of the presence of multicultural characteristics within the country itself.
The Indian Journal of Indian Relations, Vol. 46, No.2, 2010
Instructor’s decision to choose a suitable instruction methodology depends upon the maturity leve... more Instructor’s decision to choose a suitable instruction methodology depends upon the maturity level of learners. Literature reveals the use of andragogy or pedagogy as instruction methodology. Self-concept of learner, experience, learning motivation, orientation to learning and domain of instruction are identified as the factors of learner’s maturity level. The current study focused on examining the relative effectiveness of andragogy and pedagogy in teaching higher level informative course to Postgraduate management learners of an autonomous B’ school of Rajasthan, India. Effectiveness of learning is examined through measuring learning output. Analysis of result reveals relatively high maturity level of learners and therefore preferred methodology of instruction shall be andragogy only. Instructors are suggested to use practical application through use of videos, experiential exercises, and group activities in which learners can share their experiences.
Management of Petroleum Sector, Excel India Publishers, March, 2010, 2010
The Indian oil and gas sector is one of the six core industries in India and has very significant... more The Indian oil and gas sector is one of the six core industries in India and has very significant forward linkages with
the entire economy. Against a backdrop of rising demand locally as well as globally and intention of the government
to actively explore further, a boom is expected in the Indian Exploration & Production sector. Further,
Globalization leading to mergers and acquisitions, technological advancement, frontier and new production
development, changing demographics and regulatory requirements all challenge the upstream petroleum industrymore
specifically the ability of the industry to attract and retain a skilled workforce. Survey reported a substantial
supply and demand gap in the skills in India. The gap on account of demand-supply mismatch may get further
aggravated by the exodus of these critical skills from the domestic industry on account of international
requirements. With this backdrop in mind, this paper aims at exploring the HRM challenges in the Upstream oil and
gas industry. Attempt is also made to suggest solutions to the problems. The HRM challenges are explored through
the key characteristics of the Industry such as Cyclical nature, Restructuring, Regulatory processes, Industry cycle
stage and Workplace skills. For example, Continuous restructuring in response to competitive pressures and
commodity price fluctuations will have long term impact on attracting and retaining skilled workers. The new
entrants to the job market may frequently see the oil and gas business as one that does not offer long-term career
stability and growth. This affects industry’s ability to attract and retain top-flight people. Regulatory processes also
influence the business development and, therefore, employment opportunities. The Industry life cycle can also affect
the HRM practices. For example, HR strategies at the beginning of the life cycle are managed differently from
mature regions. Finally, the paper suggested some action points for the government, the organizations and the
education sector.
Manpower Journal, Vol. XLIV, No. 3, July- September, 2009, 2009
Agility is the new solution for managing a dynamic and changing environment. Surviving and prospe... more Agility is the new solution for managing a dynamic and changing environment. Surviving and prospering in a competitive environment of continuous and unpredictable change by reacting
quickly and effectively to changing markets requires an agile workforce. Despite increasing recognition that workforce agility is critical to achieve competitiveness, the concept of workforce
agility has not yet been systematically studied. The study explored the attributes of an agile workforce and identified the management practices capable of promoting workforce agility.
Extensive literature review reveal adaptiveness, flexibility, developmental, innovative, collaborative, competent, speed, and informative as attributes of agile workforce. Training,
compensation, empowerment, team work and information system are identified as management practices capable of promoting workforce agility. Empirical data were collected to identify the
relative contribution of management practices in Indian industries to the construct of workforce agility. The result demonstrates that team work has the greatest influence on workforce agility, followed by compensation system, empowerment, training, and then information systems.
The ICFAI Journal of Organisational Behaviour, ICFAI University Press, Vol.33, No.3, 2009, 2009
In today’s hyper competitive market with extremely high rates of technology as well as product ob... more In today’s hyper competitive market with extremely high rates of technology as well as product obsolescence, organizations have hardly any option but to demonstrate their entrepreneurial flexibility and come up with innovative products and services. In such a scenario, only a manager with an entrepreneurial mindset can provide the required agility to the organization and promote a culture of innovation. This has enhanced a need for developing
corporate managers with entrepreneurial qualities within the academic world. The study primarily aims at studying Corporate entrepreneurship and understanding the role of Achievement motivation training (AMT) in promoting corporate entrepreneurial quality among the students. Attempt is also made to understand the process and instrument of Achievement motivation training. Further, the effectiveness of the training programme in
the form of knowledge and skills gained from training and trainees’ reactions to the training instruments, trainer’s ability, training materials and training process is measured empirically. A regression analysis was used to determine the role of perceived training usefulness and trainee’s efforts to gain skills and
knowledge in explaining achieved level of effectiveness. The result indicates significant increase in trainees’ skills and knowledge as a result of the training. The beta values indicate that the method of conduction of training has the greatest influence on trainee’s efforts to gain skills and knowledge,
followed by trainer’s ability to train, and then the training Instrument and finally training materials.
Management and Labour Review, Sage Publication, Vol.33, No.3, pp.354-372., Aug 1, 2008
The majority of research on empowerment has focused on the individual job incumbent’s psychologic... more The majority of research on empowerment has focused on the individual job incumbent’s psychological experience of empowerment and linking this with various work-related outcomes. Work context capable of promoting empowerment has been neglected by researchers. Extensive literature survey explored Information sharing, autonomy through boundaries, team
responsibility, reward system, workplace independence and flexibility and skill acquisition and development as work context (managerial structures and practices) and conceptualized as
empowerment climate construct. Regression analysis indicated autonomy through boundaries has the greatest influence on empowerment, followed by team accountability, workplace independence and flexibility, Reward system, information sharing and then skill acquisition and development.