HRM Dynamics and its Interface with Employee Engagement

Journal Title: PARIPEX-Indian Journal of Research - Year 2016, Vol 5, Issue 10

Abstract

With the ever increasing pace of globalization, the face of business has changed keeping in mind the altering psychology of the human mindset. The developing economy in India is talent driven and the need to attract and retain the same is equally important and crucial for any organization trying to make a mark in this global set up. The evolution of the organization follows a very similar pattern to the evolution of the humankind and the only organizationwhich can upkeep and survive the competition intrigues will be able to survive. Of all the resources, Human resource would play a pivotal role providing for a perfect Launchpad and a base upon which every player will be able to launch its respective competitive warfare. Hence, Human Resource attraction and retention would become extremely critical activities for an organization. The retention of the employees is usually an indicator of an organization’s success and is a reliable determinant of the extent to which the organization is able to achieve its strategic fit. The changing times necessitate that HRM practices are tuned to the realization of both the individuals and organization’s needs and preferences. The need to retain its human resource and the subsequent need to invest in its derived human capital have taken a priority while carving out a long term road to achieve holistic excellence. In fact, it has been one of the most sought out gimmicks in the hands of organizations while trying to bargain points in the competitive job fares. This paper attempts to emphasize upon the role of various HR interventions in the multifaceted construct of employee retention in contemporary economy.

Authors and Affiliations

Dr. Taruna, Mohit Kumar

Keywords

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  • EP ID EP569091
  • DOI -
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How To Cite

Dr. Taruna, Mohit Kumar (2016). HRM Dynamics and its Interface with Employee Engagement. PARIPEX-Indian Journal of Research, 5(10), 51-53. https://europub.co.uk/articles/-A-569091