TRANS Asian Journal of Marketing & Management Research (2013)
Posted: 23 Sep 2013
Date Written: January 23, 2013
This is an investigative paper based on human Resources Management deals with the enhancement of motivation levels of the organization’s internal customer such that the per capita increase in effectiveness and efficiency levels of production (of goods and services) is brought about in such a way that the external customer’s needs are more than adequately satisfied. This is therefore far more than what conventional personnel management aimed at and conventional industrial relations forms a sub-function of this specialization. It is argued that the per capita increase inefficiency and effectiveness is not possible to be brought about unless the self-perception of the internal customer is enhanced. The internal customer must begin to believe in herself/himself and thereby bring about a qualitative and quantitative improvement in the role fulfillment process itself. It is one of the principle tasks of HRM intervention to make this happen. This paper is to find out high attrition in the software industry is principally because technocrats do not have a sense of belongingness with the organization. It is wrong, we argue, to say that their loyalty lies with technology as some CEOs claim. Their loyalty is to their values and technology forms a part of their value framework. As long as their values are in consonance with the values of the organization they will stay on. If the two sets of values are at variance they will either change their own values or quit. With a receptive labor market the second option is found to be a better one to adopt for these young technocrats.
This microeconomic reality had to contend with a post 1990 macroeconomic realism, which took the shape of liberalized markets, privatized means of production and globalize competition. The macroeconomic reality expected organizations to operate on the cutting edge of technology. The executives employed therein were expected to be effective and efficient thereby affording the much needed competitive edge. They are asked by their employers (to use Tom Peters’ euphemism) to thrive in chaos. Faced with this macroeconomic need to perform better, the executive looked upon infrastructure to support him. That was conspicuous by its absence. What was present was a general air of anomie that pervaded the city alongside of a general atmosphere of belligerence to all forms of organized development born out of years of retarded capitalism of this socio-cultural malaise there were sprouting all sorts of fundamentalist organizations, which evoked all forms of metaphysical constructs without an adequate philosophical basis. Religion was reduced to vulgarized ritual at best and politicized power grabbing at worst. A veil that was so thick that one could not see the wood for the trees. Blind belief and dogma shrouded the greatness of Hinduism, Buddhism, Christianity and Islam. Priesthood (irrespective of religion) had become to many a means of continued and assured employment rather than an act of faith. Politicians exploited this situation wherever possible. Hence full political mileage was made from the most trivial of events by invoking either the wrath of God or the appeal to Bernard Shaw’s middle class morality, and that too of a retarded variety. But the organizations had to thrive and succeed, for which they depended on their executives to deliver. Society registered development less growth and there was a crying need to de-school society (using Ivan Illych’s term). Everyone we spoke to agreed but who would bell the cat was the million-dollar question.
Suggested Citation: Suggested Citation
V., Dr.Renu V., Executive Role Efficacy Among Knowledge Workers (January 23, 2013). TRANS Asian Journal of Marketing & Management Research (2013). Available at SSRN: https://ssrn.com/abstract=2329540