Ancient Indian wisdom for managers: the relevance of Valmiki Ramayana in developing managerial effectiveness

Muniapan, Balakrishnan; Satpathy, Biswajit

doi:10.1504/ijicbm.2010.035670

Cited by 26 publications

(12 citation statements)

References 24 publications

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“…Recently, Muniapan and Satpathy (2010) have shown the relevance of spirituality from the perspective of Indian epic Valmiki Ramayana in developing managerial effectiveness. It indicates the potential importance of workplace spirituality as a key driver of managerial effectiveness; however, to the best of our knowledge, there is dearth of empirical studies that examine the relationship between workplace spirituality and managerial effectiveness, especially, in Indian context.…”

Section: Literature Reviewmentioning

confidence: 99%

Workplace spirituality and managerial effectiveness among Indian managers

Sharma

Rastogi

Garg

2013

IJICBM

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Historically, managerial effectiveness is a vital construct, which has been acknowledged by management practitioners in corporate and by researchers in academia. Synchronically, workplace spirituality is another key issue that has been recognised as a valuable concept in the organisational and management context; however, the concept lies in its infancy and neophyte stage, and there is a dearth of empirical studies in this newly developing area. Keeping these views in mind, this study is an attempt to explore the relationship between workplace spirituality and managerial effectiveness among Indian managers. Data have been collected through the questionnairebased surveys. On the basis of correlation and regression analysis, results indicate that workplace spirituality can be recognised as a key driver of managerial effectiveness. Further, findings may also be helpful to organisations in developing spirituality at workplace to enhance managerial effectiveness.

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Section: Literature Reviewmentioning

confidence: 99%

Workplace spirituality and managerial effectiveness among Indian managers

Sharma

Rastogi

Garg

2013

IJICBM

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“…There are numerous definitions of motivation. Muniapan and Satpathy (2010) note that motivation has been defined as: (1)"the psychological process that gives behaviour purpose and direction" (Kreitner, 1995); (2) "a predisposition to behave in a purposive manner to achieve specific, unmet needs" (Buford, Bedeian & Lindner, 1995);(3)" [and] the will to achieve" (Bedeian, 1993) ( p.651). Greenberg and Baron (2003) It is clear from the definitions presented above that motivation is fundamental for employees to obtain a job satisfaction.…”

Section: Definitions Of Motivationmentioning

confidence: 99%

Information Seeking Behaviour in Recruiting: Examining the Background and Motivation of Job-Seeking Employees in their Search for Job Content and Job Context Information

Muslim

2013

SSRN Journal

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of a thesis submitted in partial fulfilment of the requirements for the Degree of Doctor of Philosophy Abstract Information Seeking Behaviour in Recruiting: Examining the background and motivation of job-seeking employees in their search for job content and job context information by Noor Awanis Muslim Recruitment involves number of decisions; some are made by the organization and others by individual job seekers. If done well, recruitment can lead to success for organizations and job satisfaction for job holders. If done poorly, organisational success suffers, and individuals can be dissatisfied with their job, make poor decisions, and perhaps leave the firm. Job dissatisfaction occurs when jobs fail to meet the individuals' expectations or fulfil their needs. Such job dissatisfaction often leads to a new job search.In the job search literature, the type and attributes of the job information available are important for job seekers. However, the most valued specific job-related information varies across potential employees. This variation exists because the search for specific job-related information differs among individuals, influenced by individuals' needs and expectations. The process of matching individuals' needs and expectations with the selection of specific job-related information may help avoid job dissatisfaction and turnover.This research combines theory from the context of individuals (backgrounds of potential employees), the theory of motivation to search (for jobs), and the theory of job information into a new research framework. This research will examine the relationship between job dissatisfaction, motivation to search and specific job-related iii information to search. Though job dissatisfaction appears to differ among jobseekers, it is analysed in terms of job categories such as engineers, technicians, managers and clerical staff. The second construct, motivation to search, is dependent on individuals' needs for improvement in terms of salary, Results show that no differences were found in the relationship between job supervision responsibility levels and specific job-related information. However, between job search motivation and specific job-related information, employees with different employee motivational perspectives were found to seek different specific information.

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“…Interpersonal roles include the roles of managers such as figurehead, leader and liaison roles, which arises from a manager's status and authority in an organization (Minzberg, 1973). The prospect of exploring Valmiki Ramayana in other areas of management such as strategic management, people management, and others can be considered in the near future (Muniapan and Satpathy, 2010). Managerial effectiveness is subjective and generic area to explore, however in this paper the principles of managerial effectiveness which relates to work motivation (Panda and Gupta, 2007).…”

Section: Introductionmentioning

confidence: 99%

A Study on the Influence of Hindu Mythological Characters on Management Practices

Mehta¹,

Thakur²,

Chauhan³

et al. 2018

IJEP

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Indian mythology is one of the richest elements of Indian culture, which enriches it further and makes it a unique one in the world. Interesting aspect of the stories and characters in Indian mythology is that they are usually meant to convey subtle facts, rules and maxims to guide decisions in management. The study has mainly intended to identify relevance of Hindu mythological characters in the decision making process of managers. The study has also highlighted the relationships of management styles of managers with the techniques of different Hindu mythological characters and it has even presented the perception of managers regarding the application of Hindu mythology in managing their operation. The study was mainly conducted at the selected corporate houses both private and public sector units mainly located at Shimla district of Himachal Pradesh. Most profoundly , study has observed that perceptions of managers regarding the application of Hindu mythology were enthusiastic but the lack of organizational view to bring mythological based managerial training is considered to big challenge ahead.

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Ancient Indian wisdom for managers: the relevance of Valmiki Ramayana in developing managerial effectiveness

Cited by 26 publications

References 24 publications

Workplace spirituality and managerial effectiveness among Indian managers

Workplace spirituality and managerial effectiveness among Indian managers

Information Seeking Behaviour in Recruiting: Examining the Background and Motivation of Job-Seeking Employees in their Search for Job Content and Job Context Information

A Study on the Influence of Hindu Mythological Characters on Management Practices

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