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All Journal Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS)
Dr. Aajaz Ahmad Hajam
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WOMEN ENTREPRENEURS IN INDIA AS REAGENT FOR INCLUSIVE GROWTH AND ECONOMIC EMPOWERMENT Alphonsa S John; Dr. Aajaz Ahmad Hajam
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 4 No. 5 (2024): October
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v4i5.2192

Abstract

Women entrepreneurs in India are driving significant economic and social change, contributing to innovation, job creation, and sustainable development. Their contributions span industries and include addressing societal challenges through their ventures. However, systemic challenges like financial constraints, socio-cultural barriers, and limited access to professional networks hinder their full potential. This paper examines the historical evolution of women’s entrepreneurship in India, their contributions to economic and social progress, and the challenges they face. Using a mixed-method approach, the study explores the role of government policies, private sector initiatives, and digital advancements in empowering women entrepreneurs. The paper provides detailed recommendations for fostering an inclusive entrepreneurial ecosystem, emphasizing the importance of gender-sensitive policies, financial inclusivity, and skill development.
A CONCEPTUAL ANALYSIS OF THE DIFFICULTIES AND POTENTIAL HRM TECHNIQUES FOR THE INTERACTION OF MANPOWER WITH ARTIFICIAL INTELLIGENCE Dr. Aajaz Ahmad Hajam; Alphonsa S John
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 1 No. 2 (2022): January (January-March)
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v1i2.744

Abstract

Abstract     Objective - This essay intends to particularly address the difficulties that modern organizations' human resource management (HRM) departments and leaders confront as a result of the close interaction between human workers and artificial intelligence (AI)—primarily robots—especially at the team level. On the basis of a conceptual evaluation of the available research, it also offers some prospective solutions that may be helpful to overcome these difficulties. Design, methodology, and approach — To give a very comprehensive yet critical overview of the interaction between AI (especially robots) and HRM in modern organizations, the current study engages in conceptual work that integrates several streams of literature. Results - We emphasize that interactions and teamwork between human workers and robots are evident across a variety of organizational tasks and industries, where both are contributing team members. The HRM function in modern organizations is faced with some particularly difficult challenges as a result of the need to address workers' anxiety about working with AI, particularly in relation to potential job loss and the challenging dynamics of establishing trust between human employees and AI-enabled robots as team members. Along with these, HRM staff members need to carefully handle employee performance evaluations in the future as well as human workers' expectations for task completion with their AI-enabled robot co-workers. When placing human workers in teams with robots, the authors discovered that organizational support mechanisms such as a welcoming climate, training opportunities, and assuring a suitable technological competence level are crucial. Finally, we discovered that one of HRM's most difficult difficulties is performance evaluation in teams where humans and AI (including robots) coexist. We emphasized the possibility of drawing insights from the computer gaming literature, where performance evaluation models have been developed to analyze human and AI interactions while keeping the context and limitations of both in mind. We discussed the lack of frameworks to guide HRM managers in this concern. Originality/value - Our study is one of the few to go beyond a broad or functional analysis of AI in the context of human resource management. It focuses primarily on the teamwork aspect, where human employees and AI-powered robots (robots) collaborate and provide insights and suggestions for such teams' efficient operation.
HRM PRACTICESON EMPLOYEE PERCEPTION AND ITS EFFECT ON ORGANIZATIONAL COMMITMENT Dr. Aajaz Ahmad Hajam; Alphonsa S John
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 3 No. 1 (2023): April (April-June)
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v3i1.747

Abstract

The corporate environment has changed dramatically since the start of globalization, both in terms of complexity and dynamism. Companies are coping with shifting market conditions, changing workforce demographics and diversity, technological advancements, increased customer and quality focus, a talent shortage, and shifting economic realities (Noe, 2002). In order to attain long-term sustainability and total organizational success, it is crucial for businesses to continuously alter their business strategy, policies, and practices to conform to the shifting needs of the business environment. In other words, firms are compelled to implement and successfully manage change continuously (Bridges & Mitchell, 2000; Kanter, 1985). Despite the fact that organizations need to manage change more effectively, 70% of change initiatives fail (Beer &Nohria, 2000), and this failure rate has remained stable over time. Insufficient attention to issues relating to people is one of the most frequently mentioned causes of change implementation failure (Spiker & Lesser, 1995; Kotter, 1995). During the 1990s, there has been widespread recognition of the significance of employees, their psychological reactions, and their behavior during organizational transformation; yet, in practice, managers do not place enough emphasis on these concerns (Becker & Gerhart, 1996). Others who have conducted empirical studies in this area concur with this viewpoint. For instance, research on the implementation of a customer relationship management (CRM) project at three banks in New Zealand and discovered that firms tend to prioritize technological difficulties while ignoring issues relating to people.
Co-Authors Alphonsa S John