Analytical Study on the effectiveness of strategies adopted for Employee Retention in the Organized Apparel Retail Sector

Many believe employee retention as connecting to the efforts by which employer’s put efforts to retain the employees in their workforce. Employee Retention turns out to be tactic rather than result. It is essential to initially pinpoint the main driver of the maintenance issue before actualizing a program to address it. When distinguished, a program can be custom fitted to meet the special needs of the association. It is significant for representatives to comprehend their vocation way inside an association to spur them to stay in the association to accomplish their own vocation objectives. Through reviews, conversation and study hall guidance, representatives can all the more likely comprehend their objectives for self-improvement. Executive instructing can be utilized to construct skills in pioneers inside an association. Training can be valuable in the midst of hierarchical change, to build a pioneer's adequacy or to urge directors to execute instructing systems with peers and direct reports

Well-being Changes from Year to Year: A Comparison of Current, Remembered and Predicted Life Satisfaction

I study yearly changes in personal well-being combining data on current, retrospective and prospective life satisfaction from the German Socio-Economic Panel. Predicted and remembered changes in life satisfaction are both positive on average and match well, whereas the average year to year-change inferred from reports of current life satisfaction is negative. Retrospective assessments of past well-being are strongly influenced by current life satisfaction, significantly related to past life satisfaction and linked to past predictions of current satisfaction. Due to different problems related to the ordinal measurement scale, changes in subjective reference systems and recall ability, the analysis overall suggests that direct reports of intertemporal changes provide valuable additional information for the analysis of individual well-being.

To Keep Close or to Let Loose: Recipe for Sustainable Quality Dyad

This study’s objective was to determine factors that that sustain a quality dyad. Leaders are known to consciously and sub consciously form two groups; in-group and outgroup members. Studies have revealed that in-group members work overtime and perform extra duties and in turn, get favours from the leaders including career mobility and access to information, among other favours. Literature is unclear on how these groups are formed and this paper embarked on finding out the recipe of the formation and sustainability of a quality dyad. It was hypothesised that being a male member, trust and competence are not recipes of a high-quality relationship. Descriptive survey was employed; a population of 19 leaders were responding to questions about their 169 employees who report to them directly. Primary data was collected using semi-structured questionnaires.122 pairs of leaders and their direct reports was the response rate (72.2%). Descriptive statistics were used to analyse the data. The hypothesis was tested using logistical regression technique. The results showed that competence and trust are the recipe for an inclusion into the in-group of a leader. Gender, on the other hand, was not a recipe for a sustainable quality dyadic relationship. It is recommended that employees should ensure high level trustworthiness and competence for them to be kept close by the leader. The paper suggests that more variables can be considered as recipes for the quality dyadic relationship. These findings add significant value on both theory, policy and practice.

IVIG: The Heart Savior in Covid 19 era

Coronavirus disease 2019 (COVID-19) is defined as illness caused by a novel coronavirus now called severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2; formerly called 2019-nCoV), which was first identified as an outbreak in Wuhan City, Hubei Province, China [1]. Cases of multisystem inflammatory syndrome after Covid – 19 infection have been extensively documented in children. CDC reported 27 cases of multisystem inflammatory syndrome in adults (MIS-A) in direct reports through October 2020, as well as various case series and published case reports [2]. Cytokine storm, as a trigger of the progression of HF in patients with COVID-19, has become a novel focus to explore therapies for target populations [3]. In this article, we briefly present a case of a Covid-19 infection associated myocarditis complicated by acute heart failure successfully treated with IVIG.

The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work

This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.

Transformational Leadership across Cultures: Follower Perception and Satisfaction

Leading people from diverse cultures is centrally important in organizations. This study investigates the extent to which transformational leadership behaviors are universal: by examining if leaders and followers perceive transformational leadership behaviors the same way across cultures; and by determining if the magnitude of satisfaction that followers derive from transformational leadership behavior is the same across cultures. Survey data from 71,537 leaders and their direct reports (n = 203,027) from 77 countries were analyzed. Respondents represented hundreds of different organizations, 12 functional areas, 26 industries, and all management levels. Cultural universality was examined by comparing internal reliability scores and using multilevel mixed coefficient models to assess the similarity of effect sizes in across cultures. Regardless of culture, when interacting with leaders from their own culture, followers were universally alike in their perceptions of transformational leadership behavior and in their satisfaction with such behavior.

TMT leadership ambidexterity: balancing exploration and exploitation behaviors for innovation

PurposeThe purpose of this study is to explore balanced leadership behaviors, which exhibit ambidexterity, in a top management team (TMT) recognized for innovation and operational success.Design/methodology/approachAn action research case study was conducted in a single global organization in an industry requiring high levels of innovation. Operationalized as a balance of exploratory and exploitative behaviors, leadership ambidexterity was measured using the strategic-operational dimension of the Leadership Versatility Index (LVI©) which when completed included 67 assessments provided by TMT peers, supervisors and direct reports. Using quantitative and qualitative data, we examined the behaviors of six executives and the degree of flexibility they exhibit when switching opposing behaviors.FindingsThis study provides empirical evidence that TMT leaders of a highly innovative company strive to flexibly move between explorative and exploitative behaviors both as individual members and as an executive team. A high degree of exploitation–exploration versatility was also linked to the TMT effective performance.Practical implicationsFor organizational practitioners, the study offers a quantifiable measure of individual and team leadership ambidexterity. It can be used to raise awareness and suggest ambidextrous behaviors to TMT leaders and “high-management-potentials”.Originality/valueThis study measures leadership ambidexterity of individual executives and the TMT as a group using a quantitative instrument supported by 360-degree qualitative data. Access to both secondary and proprietary information allowed in depth examination of the TMT behaviors in an innovative firm, which was acquired at a premium and was recognized with multiple innovation awards.

Are Traditional Performance Reviews Outdated? An Empirical Analysis on Continuous, Real-Time Feedback in the Workplace

In order to deliver real-time feedback to support employee development and rapid innovation, many companies are replacing formal review-based performance management with systems that enable frequent and continuous employee evaluation. Real-time feedback applications enable supervisors and employees to give, seek, and receive competency-based feedback using their computers, smartphones, or other devices. In this study, we examine the role of one such real-time feedback application to understand its effects on employee performance appraisals. First, we seek better understanding of how workplace relationships affect employee feedback across managers, colleagues, and direct reports and find that feedback tends to be more critical when given by managers. What is even more important from an industry perspective is the role of preferential treatment and retaliation. Managers can be more transactional, but colleagues are not. We also highlight a series of gender observations: men rate women higher than men, and women rate men and women similar to how men rate men. We conclude by finding that positive real-time feedback has a stronger effect on an employee’s future ratings than negative feedback. Our findings have direct implications for the design and implementation of performance management systems and highlight how companies can use information systems to create an innovative human resource operation that delivers flexibility and agility.

Mentoring, Networks, and Leadership

Relationships of many kinds exist within organizations. They can be related to reporting structures, such as those with supervisors and direct reports, or they can result from work overlaps, such as relationships with co-workers in the department or colleagues on committees. Mentorship is a special kind of work relationship that is often tied to professional outcomes. Workplace friendships, both deep and casual, that cut across structural boundaries are not uncommon. These workplace relationships vary widely in terms of the benefits that accrue from them as well as the effort required in maintaining them. At the same time, managing work relationships has a critical impact on career experiences and career progress. In this chapter, the authors discuss research on various types of organizational relationships and their implications for Asian women.