HR managers are responsible towards maintaining a high-performance environment in organizations. Performance behaviours for success recognize conflict management as an important competency for leadership. Identifying ways to help involved parties work through conflicts, responding to opposing views in a non-defensive manner and identifying areas of agreement between them, are some key behavioural indicators. Conflict resolution frequently through ‘mediation’ is enumerated as one of the core competency for HR managers Reframing is the art and science of employing words and actions in order to alter a person’s perspective of a specific situation (conflict) with the intention of initiating a change in behaviour. This paper discusses the purpose, use and some valuable techniques for reframing. Reframing is a tool that can make a huge difference in contentious negotiations. Learning and refining this skill enables shifting a conversation from position to interests, thereby enhancing negotiations and ensuing desirable results. Published in International Journal of Recent Research Aspects (IJRRA) ISSN: 2349-7688; Impact Factor - 1.235 on 4th December 2015

Many papers and researchers rightly conclude, that HCM holds the moral ‘stewardship’ of organizations, standards, values, morals and ethics (Winstanley and Woodall, 2000) as it plays an important part in building an ethical and moral climate in organizations. Each day, in the course of executing and communicating HR decisions, managers have the potential to change, shape, redirect, and fundamentally alter the course of other people’s lives. For each HR practice, there are winners and there are losers. Ironically, Management of Human Capital (HRM) itself deals with a lot of ethical challenges, both at the senior levels involving strategic decisions and middle management involving treatment of individual employees. This paper is exploratory, reviews various ethical philosophies, and analyzes their deficiencies and related shortcomings while applying them to Human Capital Management (HCM) as a discipline. These ethical concerns and questions are raised to evaluate the applications of ethical philosophies to practical HCM. The paper concludes with practical recommendations for HR managers. Published in the SMJV's Journal of Management- SANKALP, Institute C K Shah Institute of Management, Vadodara, Nov 2010 ISSN 2231-1904 ; Impact Factor – 2.813 in February 2016

Education is of value in itself (intrinsic value) and is valued for what it can do (instrumental value). 'Value drives customer satisfaction' and the value of educational services is directly proportional to the quality of human resources providing the services, the front line managers, namely the teachers. Teachers are the spine of an education system. Though teaching is a noble profession, teachers are professionals as any other and must be assessed by their performance and utility. In India as in the other parts of the world, education is a 'high contact service'. Characteristics like 'Intangibility', 'Perish-ability' and the factor of 'Inseparability' - in the sense that it is usually impossible to separate the service from the person or the provider, are associated with 'Education'. These heterogeneous characteristics of educational services necessitate careful personnel selection and planning, constant and careful monitoring of performances and their continuous development to meet the demands of the changing customer (student) needs (Kaushik, 1997). Therefore a need was envisaged to develop a comprehensive Model for Teacher Performance Evaluation with input from teachers and other relevant stakeholders. This research followed a mixed method; both qualitative and quantitative approaches were adopted. Data collection tools were developed with reference to the Charlotte Danielson Model combined with a study of the role of a teacher from an Indian perspective. They were administered to the various stakeholders who are impacted by teacher performance (students, parents, teachers and principals/supervisors). Stratified random sampling techniques were used. Factor analysis was used as the technique for quantitative data analysis. Quantitative and qualitative data triangulation led to substantial findings which contributed towards model development. Presented and Published at the Second 21st Century Academic Forum Conference from March 8th - 10th 2015, at the Harvard University, Boston, USA

Spirituality at work is not about religion or about getting people converted to a specific belief system. The recent trend in businesses globally to reclaim and recognize the spiritual nature of people and the importance of incorporating the 'whole person' at work continues to change the face of how business is done. This paper explores the changing business contexts leading to the emergence of spirituality at work places. It also attempts to build a business case for spirituality. The two interpretations of workplace spirituality are discussed to better understand the suggested strategies to sculpt spiritual organizations. Published at the compendium at the National Seminar on Education for Enhancing Ethics and Excellence - NSEEEE-2015, on 12th Jan at Pacific University, Udaipur, Rajasthan

With 65% of its population under the age of 35, India today boasts one of the largest available workforces in the world. This is narrating a commanding demographic truth. The Team Lease Indian Labour Report of 2009 estimated that 300 million people will enter the labour force by 2025, and that by then, 25% of the world's skilled workers will be Indians. Known as the 'Nexters', they will be the youngest associates of work forces globally. Businesses have realized the key to driving Return on Investment (ROI) is to understand and leverage Gen Y behavior, harnessing their latent talent to propel the growth story. Gen Y is forcing businesses to re-think their purpose, practices and HR polices. This paper attempts to decode the behavioral characteristics and organizational expectations of Generation Y. The paper also suggest strategies to recruit, retain and manage the career aspirations of Generation Y, thus contributing to the effective Human Capital Management Published in In-house Journal : MET Management Review in July 2014

The paper purposefully reiterates that Ethics is truly an essential ingredient for business success and it will continue to serve as the blueprint for success in the 21st century. Ethical CG is a must not only to gain credibility and trust but also as a part of strategic management for survival, consolidation, growth and sustainability. The paper also points to an important aspect that ultimately the spirit of CG is more important than the form. Successful CG underscores the importance of adopting systems that ensure adherence to ethical business practices, spotting deviations and curbing them since unethical practices reduce productivity, drain resources, and cause significant behavioral issues. The paper endorses Jim Jones views, stating 'Corporate Governance is not something that is put in place and then left. Ensuring its effectiveness depends on regular review, preferably regular independent review. Outside assessment and self-assessment need to be regular events. "- (Business Day) The papers are published simultaneously both in the print as well as online format with relevant permissions from the author Contributed a research paper titled , ' Ethical Foundations of Corporate Governance' , IMED Journal of Management and Social Research Vol.4 - No. 2 (2011) page no. 29 - 36 ISSN No. 0975-8429 . Book published in April 2011. Published a paper titled - 'Ethical Foundations of Corporate Governance' in online journal '3D IBA Journal of Management and Leadership', July-December 2011 - Volume-3 - Issue-1. ISSN 2230-7524.

Apprehension about Corporate Governance has increased in response to major crises of confidence, trust, fraud, market failure, and the change in our opinion about the role that corporations play in the economy and society. This paper attempts to answer some basic questions, the pertinent among them are; what is Ethical Corporate Governance? Why has Ethical Corporate Governance come to the forefront in today's times? Does it make business sense to invest in an Ethical Corporate Governance structure? Does an ethical and effective Corporate Governance aid Sustainability? The paper highlights some best practices in Corporate Governance. The paper concludes by reiterating the fact that, Ethics is truly an essential ingredient for better business achievement and it will continue to serve as the blueprint for success in the 21st century. Ethical Corporate Governance practices inspire in companies the necessary vision, processes, and structures to make decisions that guarantee longer-term sustainability. Published and presented at Sinhgad Institute of Business Management (SIBM) - Mumbai. Nov 19th 2011. ISBN 978-81-922310-0-9.

As the global employment environment becomes challenging, potential recruiters seek personal attributes like attitude, values and communication skills apart from the core competencies for any job. This paper discusses the importance of developing soft skills in facilitating and empowering committed individuals to ensure a smooth transition from aspiring students to young successful managers and practitioners in the business world. Published in the HEF bulletin June 2011.

Abstract Introduction: Education is derived from the Latin word 'educare', which means 'to bring up' or 'to raise'. Education is of value in itself (intrinsic value) and is valued for what it can do (instrumental value). 'Value drives customer satisfaction' and the value of educational services is directly proportional to the quality of human resources providing the services, the front line managers, namely the teachers. Objective: Teacher quality (i.e. performance competency) enrichment is a function of improvements in instructional practice. The focus should be on enhancing content knowledge and pedagogical skills. With a lot of resources invested in the professional development, there is a need to etch strategies that work and evaluate, if the inputs are effective and lead to positive impact on student achievement. Methodology: Sample size of 159 teachers, from a mix of ICSE, CBSE and SSC schools from the Mumbai Suburbs. The schools were a mix of private unaided and aided recognized schools. A standing of five years was an essential criterion in selecting schools, to ensure stability in their systems, internal practices and policies. The qualitative responses emerged from discussions, group discussions and open ended questions posed to the teachers. Conclusions: In- service PD for Teachers is not an option for schools today. It is a necessity and should be built in the systems of the school. The school leaders in education need to pay attention to the aspiration and self identified personal interests of the Teachers, when they think of providing Professional Development avenues. Linking an individual's career aspirations to organizational goals can be challenging. The Teachers need to change from traditional dispensers of knowledge to more skillful facilitators of learning. Teachers' efforts to shift into this new role have to be adequately supported through PD. Teachers suggested a use of cross functional (inter - disciplinary subject) teams to design Professional Development to help ensure a broad base of leadership for sustaining PD changes. The breadth of participation and level of decision-making authority for PD reflects the overall management structure and approach of each school. Published in the SIES Management Journal in June 2011. ISSN 0974-2956

Abstract: With the frequent news of unethical practices on personal, professional and political levels, 'Ethics' is the center of all discussions, debates and seminars. This paper discusses personal ethics, the moral foundations on which individuals construct their lives and the factors that influence its development. Values and Ethics have been shown to influence both corporate strategy decisions (Guth and Tagiuri, 1965) and managerial decisions. The paper discusses values, attitude and ethical behavior chain. It further elaborates on the approaches to moral judgment and behavior and presents the four-fold classification of personal moral philosophies. The paper advances to argue about some advantages and disadvantages of ethical behavior in business. Challenging the claims, that ethics and values are formed in childhood and are difficult to changes, the paper gives theoretical evidence, of past researches stating there is an interconnectedness of cognitive and moral growth. Therefore ethical education in business schools and professional courses do make a difference by moulding positively their future business behavior. The paper concludes by illustrating strategies for effective, 'Ethics Education' in business schools. Published in HEF Indian Journal of Higher Education in June 2011. ISSN 0976-1314.

The paper discusses the merits and the need for an Ethical Leadership in turbulent and uncertain times. Among various other aspects the paper discusses the critical role leader's play in ensuring that the values of the organization are realized. It states, some relationships between leaders and ethics are intuitive. Published in the SMJV's Journal of Management- SANKALP. Institute C K Shah Institute of Management, Vadodara, Nov 2010 ISSN 2231-1904

Abstract: Education is of value in itself (intrinsic value) and is valued for what it can do (instrumental value). The General Agreement on Trade in Services (GATS) included education on the list of services as an item to be liberalized. 'Value drives customer satisfaction' and the value of educational services is directly proportional to the quality of human resources providing the services, the front line managers, namely the teachers. Teachers are the backbone of an education system. They are now professionals as any other. They must be judged by their performance and utility, in the fast changing context of knowledge frontiers and in context of student achievement. Even in the recent tech driven world, education in its conventional form is a 'high contact service'. Along with characteristics like 'Intangibility' and 'Perishability', education is also characterized by the factor of 'Inseparability' in the sense that it is usually impossible to separate a service from the person or the provider. The heterogeneous characteristic of educational services necessitates careful personnel selection and planning, constant and careful monitoring of performances and their continuous development to meet the demands of the changing customer (student) needs (Kaushik, 1997). A comprehensive Performance Evaluation system which would be comprehensive and cater to the needs of the changing role and responsibilities of teachers in the fast paced techno world is essential for maintaining and enhancing this quality amongst teachers. Therefore a need was envisaged to develop a comprehensive Model for Teacher Performance Evaluation with inputs from the teachers and all the relevant stakeholders. Presented and published at the International conference organized by IMT Ghaziabad Organized on 'Business and IT: contemporary research and development' on Feb 25- 26th 2010. Conference book and proceedings from Macmillan publishers