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Please use this identifier to cite or link to this item: https://ptsldigital.ukm.my/jspui/handle/123456789/579178
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dc.contributor.authorSaravanan P
dc.contributor.authorA. Vasumathi
dc.date.accessioned2023-11-06T03:16:44Z-
dc.date.available2023-11-06T03:16:44Z-
dc.date.issued2016-12
dc.identifier.issn0128-7702
dc.identifier.otherukmvital:116506
dc.identifier.urihttps://ptsldigital.ukm.my/jspui/handle/123456789/579178-
dc.descriptionHuman resource management (HRM) functions are designed to address and fulfil the needs of employees within the company. The function focuses on retaining, maximising the performance of the employee that leads to obtaining the objectives and goals of the company. The HRM acts as a communication platform which connects employees and their employers in order to meet their defined goals within the company. Due to tremendous change in the work environment, the focus of Human Resource (HR) functions has shifted from administration activities to Strategic HRM functions (SHRM). The SHRM acts as a critical success factor for the HR function that helps to identify the required skills and motives which in turn influence key strategic plans and outcome within the company. The role of middle level HR practitioners is changing due to transformation in business needs in the company that helps in formulating and developing HR strategies, policies and procedures that meet the requirements of the company. Various initiatives and engagement activities are carried out by HR practitioners in efforts to reduce the stress level at workplaces which help in motivating and retaining talents within the company. The HR practitioners are specialised in various HR functions such as Human Resource planning (HRP), recruitment and selection, HR information systems (HRIS), employee engagement, leadership and development engagements, career development process, learning and development initiatives, performance management, retention strategies; these are organised within the company. Among the major challenges faced by middle level HR practitioners are: retaining the services of talented workforce, reducing the stress level at workplace, lack of career development opportunities and developing leadership skills for talented employees. This study identifies and also addresses the emerging issues and challenges faced by middle level HR practitioners in their day to day activities in a selected IT firm in Karnataka. Though the study is limited to a particular IT firm in Karnataka, the findings can be generalised to the IT industry in India, other industries in India and overseas to get a fair understanding of the emerging issues and challenges faced by middle level HR Practitioners
dc.language.isoen
dc.publisherUniversiti Putra Malaysia Press
dc.relation.haspartPertanika Journals
dc.relation.urihttp://www.pertanika.upm.edu.my/view_archives.php?journal=JSSH-24-4-12
dc.rightsUKM
dc.subjectStrategic human resource management
dc.subjectEmployee engagement
dc.subjectPerformance management
dc.subjectLeadership and development
dc.subjectActivities
dc.subjectIssues
dc.subjectChallenges and career development
dc.titleAn empirical study on emerging issues and challenges faced by middle level hr practitioners in it companies, Karnataka, India
dc.typeJournal Article
dc.format.volume24
dc.format.pages1397-1416
dc.format.issue4
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