Suchergebnisse

The ultimate objective of all development endeavors is human development, encompassing the quality of life, the level of well being and access to basic social services. The emphasis on the achievement of higher economic growth along with social justice is manifest in the renewed focus on development initiates in the social sectors. Development and utilization of human resources and the improvement in the overall quality of life of the people is central to any development planning. There are, however, two way linkages between human development and all over economic progress. Sustained higher economic growth is a necessary condition and a significant driver of human development. On the other hand, if the people are healthy, educated and adequately skilled, they can participate fully and contribute more to the economic development progress. In India there exist inter- state variations in the development of social sector. States with more accountable Governments, greater access to finance, greater reduction in poverty and greater inclusion of women in economic growth emerged as those that also succeeded in reducing inequality of education and health opportunities.

The study examines the phenomenon of emotional labour, with a special reference to the frontline hotel employees. Deep acting and surface acting have been discussed as emotion regulation processes. The study hypothesized that emotional labour results in emotional exhaustion and co-worker support acts as a moderator in the relationship between emotional exhaustion and emotional labour. Responses of 140 frontline hotel employees were measured using a self-administered questionnaire to obtain data on emotional labour, consequent emotional exhaustion and moderating role of co-worker support in the proposed relationship. The findings suggest that emotional labour leads to emotional exhaustion, and surface acting was positively related to emotional exhaustion and deep acting was negatively related to emotional exhaustion. Male and female employees, in similar profiles, showed differences in their emotional experiences and emotion regulation processes. Co-worker support was found to have a 'reverse buffering' effect suggesting that high level of co-worker support may result in decrease in job satisfaction as emotional labour increases. This was indeed an interesting observation. The article discusses the managerial implications of these findings.

From July to September 1978, the Marathwada region experienced intense levels of violence following the decision to rename Marathwada University into Dr. Babasaheb Ambedkar University. In a crushing display of upper-caste power, thousands of dalits were killed, raped and made to flee their homes. Deep feelings of uncertainty and fear lingered on for several months after. The question of why a matter so ostensibly trivial as renaming a university incited so much violence is a perplexing one. It cannot be answered by merely reducing the violence to "an imposition of high caste authority." The rise of dalit self-assertion movements – inspired by Ambedkar – had resulted in dalits demanding their rights, liberating themselves from their age-old oppression by making use of affirmative action schemes, and moving from rural to urban sectors in search of new jobs. The complex structural undercurrents of this issue lay in the severe underdevelopment of Marathwada, the concentration of wealth and ownership in the hands of the rural political elite, strained agrarian relations, opportunistic identity politics, and the overwhelming poverty faced by large sections of the population – all of which are as ubiquitous today as they were forty years ago.

AbstractA great deal of attention has been focused on the human capital crisis in the public sector since the mid‐1990s. Experts and practitioners give many reasons why the current crisis emerged. This article examines the important factors that led to the crisis, what is being done about them through presidential agendas, legislators, oversight agencies, professional societies, and public policy think tanks. Concerns are many in terms of a large number of upcoming retirements, early retirements, unplanned downsizing, difficulty in attracting new generations to public service, and the changing nature of public service. However, the human resource crisis also presents an opportunity to fundamentally change those features of public sector human resource management practices that have become outdated for contemporary organizations and position government agencies for the twenty‐first century by meaningfully reforming the civil service. This transformation would require public sector organizations to take a more strategic view of human resource management and to give greater policy attention to human capital issues.