Review of Literature

Steven G. Westlund et al.(2008) , suggested that the turnover or attrition of the software
developers can be reduced by emphasizing the factors related to their advancement,
responsibility, achievement and recognition. In this survey samples were collected from 24
organizations representing higher education, consulting, defense contracting , local govt. and
software developers across the United States.The turnover measured as the degrees of
relationship of the job satisfaction variables: contingent rewards, promotion, supervision, pay,
operating conditions, coworkers, benefits, communication and nature of work. This study
concluded that IT workers are the vital resource in our 21st century and the IT firm can better
leverages their talent by developing the culture which encourage creativity, empowerment ,
motivation and organizational commitment and provide them the complete opportunity for
accepting challenging assignments, to learn new technology, and recognition of achievement
from management and peers.
Abhijit Siddhanta et al.(2010), summarized the relevance of employee engagement through the
data collection from various research findings and corporate practices and implications for theory
which includes Gallup, Hay Group, ISR, Right Management , Blessing white & HR Annexi etc
and found that 34% employees in India are fully engaged and 13% are actually disengaged
which proved to be most focused and statisfied globally. All the key measures which results and
drive organizational performance (productivity, profitability, safety, employees retention,
innovation, loyalty and quality, customer service and satisfaction, customer loyalty and
retention) are the outcome of engaged committed employees. The new corporate culture focused
on the employees not only what the produce but also to focus their hidden talent for organization
contribution and growth. There are four major factors on which the employee engagement
depends are such as : Organization’s culture , implementation of people focused policies,
measureable KRA’s and organization performance. The highly engaged employees of any
organization make the organization stable and successful in terms of financial and non- financial.
Solomon Markos et al.(2010), defined that the scope of the employee engagement are very wide
and broader in nature, which is strongly supported by the two way relationship between
management and employees. It is very true that the engaged employees are always positive in all
respect for the organization; such as employee retention, productivity, profitability, customer
satisfaction and safety etc. Employee engagement is depend on the personal traits of the
employee’s( knowledge, skills, attitude etc. ) , organization culture, environment and practices
(leadership, social networks , personal respect, process, context component of job performance
etc.). The employees engagement starts from the first day through effective recruitment and
orientation program , begins from the top management in the organization and always keep focus
on the top- talented employees to reduce their turnover and continuously maintain or increase the
business performance of the organization.
Mohammed Javed Kalburgi et al.(2010), concluded that there are lots of factors which play
into the concept of employee motivation and it differ from situation to situation. Some
organization’s guidelines related to motivation may not be effective for the other organisation
because the motivation is based on various theories. The good environment of the organization
and supervisor’s help in performing the task of the employees played vital role for employee’s
motivation i.e. the success of any organization depends on its motivated employees.
According to Preeti Khatri et al.(2010) , that managing talent in global organization is more
complex and demanding. The current business scenario showing the weaknesses in the talent
management practices in many organization , as well as the lack of a comprehensive
understanding of skills , capabilities, key workforce and top talent. Talent strategy is also an
integral part of the overall organizational strategy. Most of the companies also develop their plan
and keep the track of the record of the talents of their employees which includes attracting and
recruiting qualified candidates with competitive backgrounds, managing and defining
competitive salaries, training and development opportunities, performance management process
retention program, promotion, transitioning and the leading organization generally ensure that
the right person with right skills in the right job at the right time. Talent management can be the
major strategy for the company’s value proposition and a distinct competitive advantage.
Tamilselvan. R et al.(2010), studied the impact of industrial relation on employee productivity which recognized that
Now a days various new technologies and latest machineries are being introduced in the market for the improvement in
productivities, but the human input towards the improvement in the productivity , economic growth and development is very-
very crucial factor which can not be overlooked by organisations. The trade unions also plays an important roles to make
industrial environment conducive and with the objective of promotion of productive efficiency, capitalism.

Francis C. Anyim et al. (2011), marked change of form , appearance, character of collective bargaining specially at the time
of economical recession. During the declining of economy the recession is very big challenge to face by the management or the
union , the industrial harmony and industrial peace can only be achieved through the concept of effective collective bargaining
and win-win approach for both the parties.
Mostak, Ahamed Galib et al.(2011), collected the recent labour unrest from May-2009 to June-
2011(i.e. 11 nos. of labour unrest) in the Indian automobile industries. Now a days maintaining
the co-ordial human relation in the auto industries in India is a very big challenge. The factors
which are affecting the industries are demand for wage hike, reinstatement of terminated or
dismissed workers, demand for recognition of labour union, hiring of 85% on contractual basis
to run the plant, lack of motivation ,security, safety in the organizations. Some of the factors are
also having the indirect relation to strike such as price hiking of raw materials, customers
complaints, additional govt. tax liabilities etc.
Bassey,Antigha Okon et al.(2012), studied the strong effect or impression of multi-union on
industrial harmony. In this study there is tertiary hospital organization in Cross River State and
taken a sample of 226 subjects randomly from the two hospital , having the multi-union , each
union struggle to survive and do better than other union. Due to the existence of inter-union
conflict the industrial harmony disturbed by frequent strike. Donnelly , Gibson and Ivancevich
(1984) shared that inter-group disagreement in any organization works as major source of
industrial conflict and disharmony. To prevent from strike and disparity , the govt. should
review the existing employee’s salary structure , the scale and make relevant amendment in
industrial law periodically.
M.N. Badrinath et al.(2012), founded that , now a days the companies are facing throat cut
competition and to increase the profitability , deploying the 55 % of the labour force on contract
basis. Most of the automobile companies are just having the 7% people on permanent basis. In
this case study of the company’s named Maruti Suzuki India ltd focuses on various aspect of
labour issue and shared their impact on profit of the organization , issue of contract labour and
importance of collective bargaining in maintaining positive industrial relations.
Nupur Chaudhary et al.(2012), interpreted that motivation is an effective tools for employee’s
performance(productivity ) and their retention in any organization. To face the challenges and
market competitiveness all the factors of employee retention and production (4M-Men. Material ,
Machine , Method) should be utilized in an optimum manner for the survival of any
organization. The profit and revenue growth of any organization is only the outcome of the
motivated employees which are also the actual assets of the concerned organization. Positive
motivation is only possible in the organization by handling of thoughts, feelings and emotions to
protected highest productivity.In this research the data is collected from 70 employees in the
form of questionnaire from the employees working in various deptt having different job
responsibilities and concluded that employees motivation is having the direct impact on
productivity and growth of the organizations.
Arun Kumar Puttapalli et al.(2012), defined that the discipline is primary requirement for
maintain the industrial harmony ,smooth running of any organization and its prosperity. Any
organization which is having the good culture, motivated employees, outstanding quality always
invariably and ultimately succeed. The structured disciplined system in the organization keep the
morale high of the employees , make them more responsible, increase the productivity and
quality of work, encourage the employees to be more creative, bring new suggestions or ideas to
the organization on the other hand the non-committed or in disciplined employees shows the lack
of interest or enthusiasm in his work and resulted in conflict and frustrations.
U. M. Premalatha(2012), shown an approach that the industrial development i.e. improving the
productivity and profitability is a result of industrialization. The study on industrial relations is
done by among 15 industrial undertakings in Thane distt. Of Mumbai which were covered under
the umbrella of MIDC . The economic conditions of an industry depend upon its harmonious
relationship, which can only be possible by the emotional involvement of both employer and
employee. For the development of nation or any organization ; the constant review of the
harmonious industrial relations is required; which add value to the continual association by
increasing the productivity and profitability.
R.N. Kadam(2012), searched that, if any country required to develop its economic conditions then it is necessary for them to
maintain the industrial harmony, which resulted into the more productivity and prosperity. The state govt. of the country plays a
very crucial role in dealing the industrial conflicts-strikes and lockouts.The findings of this study is that the employees involved
in the strike and lockouts has increased from 5.12 lakhs(1971) to 1 crore 19 lakhs (1999). To achieve the industrial peace the
harmonious relationship between labour and management is the basic requirement for the same. ILO defines, “Industrial relations
deals with relation between the state, employer’s and workers unions/organizations.The main industrial disputes are mostly
related to with their wages ,hours of work, working conditions and welfare facilities etc.
Meera Singh(2012), defined that the image of any organization can be built very easily through retaining the branded talents in
the organization. There are four major area which has to be looked into for the employee branding i.e. selective recruitment ,
targeted training, effective communication about organization goals, role clarity and compensation system. It is known that , now
a days there is throat cut competition in the market in the era of globalization and emphasis on customer delight. It is also
necessary for the organization to focus on skilled manpower , retention and motivation of knowledge workmen and talented
workmen through employee branding. It is important that the available talents in the organization should be empowered , which
resulted to have satisfied customer.This reports is having very wide view of talent management which is the biggest challenges
before the HR professionals in today’s scenario.
R. Thamilselvan et al. (2012), carried out the study to identify the employee’s opinion and management strategies towards the
talent management in the organization. It is not necessary that money is the only reason of leaving the organization but the
dysfunctional company culture is also one of the main reason for the same. The major strategies such as Job rotation and New
Assignment, Alternative Work Schedule (AWS), Reward and Recognition system, Retention bonus/ scheme are the more
acceptable by the majority of the employees in the IT organizations.

Anupam Rani et al. (2012), described that talent management is a strategic tool and holistic approach
for attracting and selecting people wisely, developing and retaining leaders , placing the right
talent at right place and right time , as well as prepared the organization for the future challenges
and development. Talent management comprising three major components : Talent
Identification, Talent development (internal and external) , Talent engagement , motivation and
retention.
Sayed Ali Akbar Ahmadi et al.(2012), shared about the considerable or meaningful relation
between the social capital and talent management which has been faced by Iranian organizations
such as attraction, evaluation, exploration and also development and maintain of talents at the
Southern Khorasan Electric Energy Distribution Company(SKEDC). The total population at
SKEDC is 120 people and out of that there were 92 respondents and questionnaires based on the
questions related to talent management system and social capital for analysis. The talent
management level can be enhanced by improving the social capital status i.e. promotes co-
operations between two or mores individuals(Fukuyama,2010) , in an organization. The
existence of positive social capital an inevitable tool for creating the trust and certainty in each
employee life.
Viresh Mathur et al. (2013), revealed that Tyre industries should be pro-active for the development of philosophy Industrial
Relation Management. The workers should be involve for sharing their views about their working conditions, welfare measures,
encourage to provide their valuable and innovative suggestions or ideas for improving the productivity and profitability of the
organization. The culture of empathically approach should be adhered for resolving the issues of the workmen.
Pallavi Kumari (2013), emphasize that now –a-day industrial harmony is very much required for sustained economic
development and growth. In our country we are having mixed economy i.e. both private sector and public sector. Industrial
relation play a vital role in establishing and maintaining industrial harmony and the techniques used for the same differ from
industry to industry and organization to organization in view of difference of objective.

Akpoyovwaire Samuel Mukoro(2013) , suggested that communication is very essential part of

any social system because it creates an environment of mutual trust , harmony and proficiency
,which motivates the workers for more productivity. School staff and management in Nigeria
should be instructed to communicate regularly with both internal, external audiences and
stakeholders. It is an effective tool of management which avoids mistrust , conflict, suspicion,
confusion or mis-understandings among the workers and management. The two-way
communications allowing / inviting the workers to participate in the decisions that affect their
lives within the organization , it also make them motivated ,capable , respectable and facilitate
for the achievement of the common organizational goals.
Hiteshwari Jadeja et al.(2013), Now days the labour issue in the automobiles in India are very
common and uncontrolled, the main reason of this is low-wage contract workers. Because in
automobile industries the wage difference in-between permanent worker and contractual worker
is very huge for the similar skill and job profile. All the contractual are being removed after
every six month and reappointed again for escaping from their medical-benefits and provident
fund payment responsibilities in Maruti Suzuki’s , Manser plant, which comes under the unfair
labour practices and resulted into the labour unrest.To maintain the harmonious industrial
relation HR people has to be proactive to address and resolve the grievances of the workmen.
Nibedita Nanda et al.(2013), communicated the challenges and effectiveness of industrial
relation environment by adopting better kind of welfare activities for their workmen , which
resulted the better productivity, minimum cost, higher profit, reduces industrial dispute ,
harmonious relationships etc. There were 40 respondents at Rourkela steel plant and collected
the data through structured interview method and found the satisfied results in respect of all the
welfare scheme adopted by the company. It is inevitable to have better relationship between
employer and employee for successful running of any organization and avoid many adverse
situation i.e. maintaining cordial relation.Rourkela Steel Plant has taken every step to maintain a
cordial relation.
Sanjay Gaur et al.(2013), reported that there are lot of Human Resource functions ,the scholar
collected the data from 200 nos. respondents and response rate was 100% from various
organization located at Jaipur, Rajasthan which includes Banks, Manufacturing units, Export
divisions, Govt. organizations, Educational institutes, Insurance companies, IT sectors, Hotels
and Hospitals. Although there are various Human Resource functions are being carried out in all
the organization. The employees do not perceive them equally important such as Performance
Appraisal, Training, Executive Development and Career Planning etc. but not indifferent some
function like Planning & Procurement , Development, Compensation, Integration and
maintenance. It is desirable that the HR systems must be transparent and shared perceptions
about the work culture and behaviors that management expects supports and rewards.
Rajpreet Kaur(2013), observed that talent management is a crucial tool for identification of the strength and weakness of the
employees of the organization. Now a days the managing the talent in a global organization is very challenging, which includes
the process of attracting, selecting, training, developing, promoting and retaining the employees throughout the organization.
Talent management assist to improve the organizational performance by focusing the key variables (leadership, competencies,
individual skills, motivations, experience, reward and recognition ).
Hassan, Olanrewaju Makinde(2013), opines that industrial harmony at the workplace is very much important for the
achievement of organizational goal and objectives. The industrial harmony can be achieved and maintained at the workplace
through effective industrial relations i.e it shows that the existence of the significant relationship between industrial harmony and
effective industrial relation. This study recommend for the organization to prevent strike action, disputes and disorderliness at
work place some factors should be attended maturely such as pride to be given to Industrial / Trade union activities, individual
problem as organizational problems, arrangement or collection of funds for the smooth running of union activities.
Abhishek Gupta(2013), shown the industrial revolution scenario from pre-independence to post-independence practices for
industrial revolution. During the period of pre-independence there were no existence of any legislative measure to protect the
interest of workmen except the Employer & Workmen (Disputes) Act 1860 and employers exploited the workers with very low
salary and poor working conditions and workers were being used as the commodity. After the post-independence there is an
intervention of state govt. by framing the labour policies and providing machinery for the settlement of industrial dispute to
prohibit strikes and lock- outs viewing a common platform of consultative tripartite relationship.

B. Ravi Kumar(2014), emphasize on some important points to ensure for maintaining the congenial
and cordial relation in the organization. The points are such as : the relation between the
superiors and subordinates should be healthy, adequate training to the superiors is to be given
for maintaining better relations, unbiased procedure should be maintained for the grievance
settlement, management should not discourage the workmen for participating in union activities,
management should firm and fair with the demand of union.
Bidayatul Akmal Mustafa Kamil et al. assessed that identification and development of talent management strategies is
required for organization success and sustain for future , benefit for its employee. People of the organization are the valuable
assets and talent management would anticipate human resource activities such as recruitment and selection, coaching, training
and development, performance management, engagement and retention for the organization development and performance.

Mohammadhossein Hajikaimisari et al. , expressed the “Talent Management” as an

organization’s strategic management system and by implementing the same we can develop the
human resource , which would be capable to support the current and future organizational
growth direction and objectives in Iranian construction firm. TM is having the major three
components: Talent identification, Talent development- Internal and External talent
development, Talent Engagement- motivation and retention.The TM ability can be used for
welding process and explained flexibility(100%), work environment(75.63%),balance(87.10%)
and accessibility(82.34%) for promoting the welding quality and welder proficiency in which
investment on two categories of work environment and balance is profitable.