非线性增长的IT/ITeS组织内部GIG生态系统

IF 1.4 Q3 MANAGEMENT

South Asian Journal of Human Resource Management Pub Date : 2021-06-04 DOI:10.1177/23220937211013266

D. Dutta, P. Mirchandani, K. P. Anasha

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引用次数: 1

摘要

印度IT/ITeS行业是印度GDP的重要贡献者，有着令人印象深刻的增长轨迹。然而，它仍然受到人才短缺、管理员工满意度、增长愿望和减少人员流失等问题的困扰。COVID-19为IT服务组织提供了一个前所未有的机会，可以改变现有的工作模式。该行业一直在探索解决人才供需缺口的非线性增长模型。由于熟练人才短缺继续限制行业增长，迫切需要非线性增长计划。我们为IT服务行业提出了一个“内部零工”工人(I-GIG)模型。新的I-GIG劳动力将在不显著增加成本的情况下提供非线性结果。我们还认为，对于选择这种模式的员工来说，这种模式将具有激励作用，并提供相应的奖励动机来吸引他们。此外，这种模式可以实现随时随地的工作，并在全球范围内利用人才。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Internal GIG Ecosystem in IT/ITeS Organisations for Non-linear Growth

The Indian IT/ITeS industry is a significant contributor to India’s GDP and has had an impressive growth trajectory. However, it continues to be plagued with talent shortages, managing employee satisfaction, growth aspirations and reducing attrition. COVID-19 has presented an unprecedented opportunity for IT service organisations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand-supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. We propose a model of ‘Internal Gig’ worker (I-GIG) for the IT services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the workanywhere, anytime and leverage talent availability on a global scale.

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来源期刊

South Asian Journal of Human Resource Management MANAGEMENT-

CiteScore

2.30

自引率

23.50%

发文量

期刊介绍： South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.