1. ISSN 2424-6905
9 772424 690006

3. People Power
1IPM - The Nation’s Leader in HRM
CONTENTS
VIEW POINT
‘The glass ceiling is a rapidly diminishing issue’; myth or reality….? 02
PERSPECTIVES
In pursuit of happiness: finding inner happiness at work 06
Trips : a framework to command and appraise performance 10
Competencies required to elevate HR from the HR unit to the boardroom 14
Emotions, Moods and Emotional Intelligence play a pivotal role In everyone’s life 16
The CEO’s Perspectives on HR 19
Bounded Rationality in HR 20
Effective talent management an essential strategy for organizational success 22
wdl¾Ikho@ úl¾Ikho@ 23
FACE 2 FACE
In conversation with Neil Bogahalanda 24
In conversation with Thilan Perera 27
NEWS & EVENTS
IPM delegation attends the International HR Conference in Ahmadabad 31
4th Bangladesh International HR Conference 32
‘Wisdom Eve’ a series of guest lectures for members 34
IPM conducts informative program on expatriate management in Sri Lanka 36
IPM Talent Show “claim to fame” 38
A Priceless Long Term Investment! 40
IPM and Holcim join hands to deliver top notch front-line management programme 41
“The Battle of the Brains” Inter-school debate championship 2015 42
THOUGHT STIMULI
One Minute HR : ROI through POI 44
MEMBER ACHIEVEMENT
New appointment as the Chairman of National HR Development Council of Sri Lanka 44
Dr. Prasadini Gamage was awarded the Most Outstanding Researcher’s Award
for the year 2014 45
New Members - January and February 45
PROFILE READ
Profile Read: Get to know an IPM member 46
Word Search 47
02
24
42
‘The glass ceiling is
a rapidly diminishing
issue’; myth or
reality….?
In conversation with
Neil Bogahalanda
“The Battle of the
Brains”

4. People Power
2 IPM - The Nation’s Leader in HRM
What are the major challenges, in
your view that women face in today’s
workplace?
Please share some specific issues that
organizations don’t seem to adequately
address in the case of women.
Nilanthi Jayatillake
• The art of handling unionized employees
• Mentoring skills
• Work balance in the context of playing different
roles within the same job scope.
• Courage to do what is correct for the company and
employees which may be a risk to being a popular
person. Not to take the ‘easy way out’
• Progress in career with a clear focus and aim
• Belief in continuous personal development
Arunthathy Edwardpulle
I personally can’t see any challenges faced by women
in today’s workplace.
Shanika Ranaweera
I think balancing family and work is the biggest
challenge faced by women. Balancing the demanding
needs of work and family is a challenging task.
Working women face the expectation to do well in all
areas of their multi-faceted lives. In general, women
are judged by how well they excel with family, friends,
looking their best and if they work - their career. It’s
a struggle to find enough time in the day to focus on
them all. Women have to play different roles in life
and equally balance every role to meet the demands.
David O McKay said “the most important work you
do in the world will be within the walls of your own
home, no other success can compensate for failure in
the home”. Sometimes women have to sacrifice their
personal development to be a good worker/partner/
mother, since both work and home are important and
deserve attention.
Lack of career progression from the middle
management to the senior level is also another
major challenge. Even though considerable number
of female talent rise up to the middle management
level , there is a low representation at the board
Q
Q
a
a Nilanthi Jayatillake
• Bring out the unique PR skills which women naturally
possess
• Not to ride with the tide of using women : images,
photographs, models etc to sell products / new
launches
• The myth that only women should take minutes of a
meeting
• Power of empathy and influencing skills in decision
making
Arunthathy Edwardpulle
Organizations have right policies and procedures in
place and implementation is visible with the results of
employee satisfaction surveys done annually.
Shanika Ranaweera
Lack of female and family friendly HR policies sometimes
discourage women to continue their career life.
Organizational policies need to be flexible and friendly
level. According to the latest figures, women are better
educated than ever, earning almost 60% of all university
degrees, yet women may not get as many opportunities
due to various constraints.
The mindset of male colleagues/superiors is also
a challenge since in some companies there is
discrimination in company recruitment and promotion
policy. According to the research, there is still a gender
based pay gap. Sometimes male leaders/managers
tend to choose male subordinates since women tend
to take long maternity breaks and are unable to stay till
late in office. Some male bosses tend to under value
the bargaining power and value contribution of women
during their interview. `
‘THE
GLASS CEILING
IS A RAPIDLY
DIMINISHING ISSUE’
MYTH OR REALITY...?
VIEWPOINT

5. People Power
3IPM - The Nation’s Leader in HRM
Women become increasingly
underrepresented at the senior levels.
What is your assessment on this?
Has your company been able to offer any
training opportunities for your women
employees to succeed in their careers?
Q
Q
a
a
Nilanthi Jayatillake
• Lack of direction and focus on ‘what one wants to be’
• Lower degree of being ambitious – Being less ambitious
• Mixing up priorities
• Hunger and passion to reach higher level
Arunthathy Edwardpulle
Yes, presently there is a gap. If you see the genesis of
this, women were only engaged in house work in the
earlier era. With evolution, parents started focusing on
the education of their children, regardless of the gender.
Women gradually became career minded and they came
out from their traditional positions, such as teaching,
nursing, receptionist, secretaries, etc. This is the main
reason for a gap or the present under representation of
women at senior levels. This will be change very soon.
Shanika Ranaweera
Although female employment rate has risen remarkably
in the past decade representation in top leadership
positions, mainly Board level representation still has much
room for improvement.
Nilanthi Jayatillake
Yes. However, the investment and strategy on training
is focused on ROI which is evaluated in a more business
sense and no gender discriminations is practiced.
Arunthathy Edwardpulle
BASF always encourages equal opportunities. This you
may see on our BASF Website too. One of our main
Board Directors in BASF SE Germany, is a female. There
are many women leaders at BASF, who are heading the
Business or Functional units. All 113,000 BASF worldwide
employees can contribute to the gender diversity
platform. The best practices are shared in this platform for
other countries to follow. The BASFAcademy for guidance
has made it a point to include gender-sensitivity as a
subject in their curriculum. This is the culture of BASF
with regard to gender equality and through this BASF
forms the or best team.
Furthermore, one of the KPIs of the Country Director
and the Head of HR is to strike a gender balance in their
respective organization.
Shanika Ranaweera
Yes, without any gender bias, the company provides the
required local and foreign training.
NILANTHI JAYATILLAKE
FIPM, Dip in HR, LLB,
Attorney-at Law, LLM
HR Strategist -
Ceylon Biscuits Ltd
SHANIKA RANAWEERA
AMIPM, Dip in HRM (IPM), MBA
(PIM-USJ)
Human Resources Manager -
B. Braun Lanka
ARUNTHATHY EDWARDPULLE
MIPM, PQHRM
Head of Human Resources &
Corporate Communications -
BASF Lanka (Private) Ltd
for women, especially flexible working hours and
crèche facilities can be introduced to encourage higher
engagement in work. There should be proper policy on
workplace harassment and actions need to be taken for
people who violate it.
Lack of leadership development, coaching and mentoring
programs - in order to increase equal gender participation
at senior levels is also another challenge that women face
in the workplace. There should be a structured approach
to provide leadership development opportunities for
women along with coaching and mentoring programs
since women have to face many challenges.
Majority of women stagnate at middle management
level. They do not want to excel beyond the middle
management level since they are comfortable in the
middle level. Their family commitments also deter
them from moving up the corporate ladder sometimes.
Coaching and mentoring programs may be useful for them
to go beyond their comfort zone.

6. People Power
4 IPM - The Nation’s Leader in HRM
How can a woman maintain work
life balance as her career and family
continues to grow?
Nilanthi Jayatillake
• A special art and mastery is needed to handle this
difficult task
• This will be a major issue for a career woman,
where the demands of the job supercedes family,
social obligations, entertainment, association of
friends, professional studies, health etc.
• In order to progress in the career : commitment,
timely delivery, dedication, extended working
hours, energy to prepare for urgent meetings /
presentations for the following day by
working till late night, working on holidays
becomes a mission impossible for a mother.
• As a result, a career woman needs a lot of support
and understanding from the husband, children and
parents who need to volunteer to do certain
activities otherwise expected to be performed by
her at home.
• If a career woman gets the blessings of the
husband who supports her role, it will provide a
great relief.
Arunthathy Edwardpulle
To strike work life balance, house and office work
should be within their respective premises and not be
interchanged. A pleasant home environment with trust
and collaboration can help to maintain a good work-life
balance.
Shanika Ranaweera
Managing time effectively is the key task for
maintaining work life balance. Time is the most
valuable commodity in life. I think we have to prioritize
Nilanthi Jayatillake
• We need to understand under which context the
survey was conducted - the purpose of the survey, what
categories of women were considered, which countries
and what kind of cultures were chosen, when it was
conducted, what kind of samples were drawn, was it
conducted only for developed countries etc in order
to interpret the essence of the finding. I feel that it may
not be fair to comment on an open statement without
understanding the background.
• Sri Lanka is traditionally male dominant society,
where children look up to the father for guidance,
and even in filling certain government documents,
the ‘head of the family or ‘gruha mulikaya’ denotes
the father. We have been brought up in that culture
therefore norms of the society also play a role in
creating perceptions.
• With my exposure in the corporate sector in Sri Lanka,
I feel that demonstration of leadership traits should be
viewed and assessed based on individuals. I find it a
bit difficult to see and align this matter in the light of
gender.
• Further, the role of a working mother is an extremely
difficult one. In developed countries, the government
and society consciously support working mothers
through special allowances given for children, facilities
of infant care/daycare/crèches, focused educational
activities and sports for small children, special medical
care, support for nutrition for infants, entertainment
etc which may be not possible for third world countries
to implement /afford.
Arunthathy Edwardpulle
Probably it would be, because, women possess a greater
sensing power of picking up moods, attitudes, and are
better at reading body language and facial expressions.
Women have a passion for social issues such as education,
health, child support etc. This drives results in ensuring
that legislations are in place to protect and contribute
towards economic growth. Better economic growth
is seen in western countries and this is due to gender
equality.
Shanika Ranaweera
Yes I agree, women are masters at multi-tasking and
are highly collaborative. Women run the show both at
Research from McKinsey found that
women are more likely than men to
demonstrate leadership traits that have a
positive impact on corporate performance,
including being inspirational, building
collaborative teams, defining expectations
and rewarding people; what is your
personal opinion on this?
Nilanthi Jayatillake
• Sometimes managing gender equality will be difficult
based on specific industries/businesses
• However, if it is the policy of the company to increase
gender inclusivity, at the time of recruitment, this
matter needs to be considered in a conscious manner.
Arunthathy Edwardpulle
Personally I don’t see any gap in gender inclusivity
and equality in the present competitive working
environment.
Shanika Ranaweera
Companies with more gender-balanced leadership
teams out-perform in many ways. Gender balance
delivers better and more sustainable performance.
Therefore irrespective of the gender companies should
recruit, develop and promote women talent. Potential,
knowledge and attitude should be the key factors to be
considered for recruitment and promotions.
Q
Q
a
a
a
our work. We need to categorize work as urgent and
important. We should not miss out important tasks while
attending to urgent work. Really scrutinize the day and
maximize every hour, minute and second to focus on the
most important outputs. This may require a high degree
of planning and structure. Proper planning and having
personal and professional goals always help to maintain
work life balance. I think we have to look back and see
how we maintain work life balance while we are achieving
our goals.
In today’s competitive environment how
can companies create gender inclusivity
and equality at the workplace?
Q

7. People Power
5IPM - The Nation’s Leader in HRM
In your opinion what strategies can be
employed to succeed in breaking the
glass ceiling?
Nilanthi Jayatillake
• I do not agree that ‘women lead differently’. I have
never felt this way whilst working with professional
and mature teams.
• However, under certain challenging circumstances,
women may lead differently. There’s a saying
that ‘women lead from the heart and men from the
head’. Especially in the context of Human Resources,
the emotional factors, empathy, kindness and care
demonstrated by a woman in her leadership traits, will
be a great value addition to an organization.
• I personally believe that ‘women are good at
absorbing pain in order to take life forward and men
in absorbing pressure and stress’.
Arunthathy Edwardpulle
If you closely observe, there will be no differences in
the self and work mask of the majority of the women,
whereas there is a difference in majority of the men.
By nature God has given the motherly attributes to
women and she uses these qualities in leading any team.
Women have energy that amazes men. They can be very
kind to a person and at the same time be very stringent.
Shanika Ranaweera
A woman’s leadership style could be different than her
male counterparts. But I don’t think men always perceive
this negatively. This depends on the situation and the
individual leadership style.
Nilanthi Jayatillake
I myself don’t believe in glass ceilings. It’s just an illusion
or a perception created by individuals who try to give
excuses for failures and not performing up to the expected
standard.
Arunthathy Edwardpulle
I do not personally see a glass ceiling for me to break.
Women have to be self-confident, display justice in
decision making, strike a balance between the head and
the heart and show measurable results in the growth of
the organization.
My personal view is, if there is a glass ceiling, then, to
invite the men to attend a brain storming session and
get their inputs and work along with them to get a joint
binding.
‘Women lead differently and men perceive
this negatively; what is your opinion on
this?
Q
Q
‘The glass ceiling is a rapidly diminishing
issue’; in your opinion is it a myth or a
reality?
Qa
Nilanthi Jayatillake
There’s nothing called a glass ceiling. If a woman believes
in herself, has a dream to achieve, coupled with the desire
to accomplish specific goals / destination, she will not feel
the presence of a glass ceiling. The bold one who feels
that ‘nothing can stand in my way’ will not encounter
restrictions. For her - the sky is the limit.
* My comments above are given with my experience,
mainly while working in cultures of multinational
companies. Therefore, I believe that my view is not a
general statement applicable for all working women
in Sri Lanka. Perhaps in the government sector or local
companies in the corporate sector, the applicability may be
different.
Arunthathy Edwardpulle
I personally see that it is a reality. It is visible in the world
of work now. Modernization and the changing mindset of
both genders have lead to interdependency. Very often
you will find in a small or a large forum both genders
are present. Both genders are self-motivated to work in
group to achieve their objectives. Y generation or the
open minded Baby boomers and X generation now play a
supporting role even at home. They are very supportive of
their spouses’ career growth and hence they too perform
a dual role. Probably in another 20-30 years time, no one
will talk about a glass ceiling.
Shanika Ranaweera
I personally do not believe in a glass ceiling. During the
last few decades women have drastically succeeded in
many ways, and in different spheres in life. Irrespective
of the industry, professional women have started to excel
and thrive in their field while performing exceptionally.
The expansion in higher education, the improvement of
their value in the job market and shifting their role models
from stay-at-home mothers to successful professional
women, encourage women to thrive in the corporate
world. Even after having children, highly educated women
have always been more likely to work and rise up in the
corporate ladder.
Even in politics there is a noticeable increase in female
participation within the last couple of years.
In the past decade, the number of privately owned
companies started by women has increased. Not only as
career women, but also as entrepreneurs women have
started to shine. So I do not believe in the glass ceiling
concept, and even if it did exist, it can be considered to be
a diminishing issue.
a
a
home and in the workplace. According to the research,
businesses with diverse leadership teams generally do
better in an organization. Many organisations understand
this need to have diverse talent for better business
outcome and productivity.
Shanika Ranaweera
By introducing female and family friendly HR practices
without any gender discrimination, organizations can
assist to breaking the glass ceiling. Introducing coaching
and mentoring programs for middle level managers is
also an effective action which organizations can take to
encourage women to rise up in their career.

8. People Power
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IN PURSUIT
OF HAPPINESS:
FINDING
INNER
HAPPINESS
AT WORK
PhD (Col); MA (Col); BBA (Hon.) Col;
CTHE (Col), SEDA (UK)
Senior Lecturer,
Department of HRM,
Faculty of Management and Finance,
University of Colombo
DR. AROSHA S. ADIKARAM - AMIPM
ecently I started advising a company on human
resource management and putting their
procedures and processes related to HR in place. While
I have always been involved with the industry through
research, consultancy and my teachings in the MBA
and other programs, this enhanced involvement with
the industry, after more than a decade in academia,
prompted me to observe the theories we teach from a
different perspective. It actually forced me to examine
my beliefs more intensely and criticize certain theories I
took for granted. I will now share some of my thoughts
with the full understanding that what I say is just a
personal belief and that it may be questioned and
criticized vehemently by some! At the same time, this
articulation is by no means an exhaustive explanation
of what inner happiness means and the way to achieve
it. It’s an exploratory explanation by a novice on the
subject, who herself is attempting to grasp the subject
and its complexities.
For decades, we have been incessantly discussing,
debating and trying out various theories of management
on motivation, job satisfaction, organizational
commitment, employee engagement, and so on, as
a means of increasing productivity and profitability.
Popular conventional theories such as Jeremy Bentham’s
“carrot and the stick approach”, Abraham Maslow’s
“hierarchy of needs theory”, “theory X and theory Y” of
Douglas McGregor, Frederick Herzberg’s “motivation-
hygiene theory”, Vroom’s “valence x expectancy theory”,
and the “equity theory” of J. Stacey Adams, as well as
more recent theories on employee engagement and
meaningful work, all talk about increasing productivity
of organizations through various means such as money,
recognition, affiliation, training, communication
and so forth. Following these fashionable theories,
organizations try very hard to fuel employee motivation,
boost their job satisfaction and ignite their commitment
to survive and thrive. But do these theories really work?
Can one really increase productivity and profitability
through these numerous mechanisms in the long run?
Would these western theories work in a non-western
country such as ours?
As Abraham Maslow also states, after a certain stage,
satisfying your basic needs will not motivate you (or
make you happy) and you will attempt to satisfy another
level of need in search of satisfaction, and then yet
another and another. At the end of this trying and tiring
journey we may feel exhausted and empty. So where
should we stop? Or more importantly will we ever stop
when we are caught up in this never ending process of
needs satisfaction. Isn’t there a more sustainable and
definite method? With the numerous criticisms all these
theories and mechanisms have encountered throughout
the years, and the realization that these theories cannot
be universally and unreservedly adopted or adapted
to all cultures and settings, organizations are slowly
realizing that there needs to be a more sustainable and
surefire method to increase motivation, job satisfaction,
employee engagement, organizational commitment
and ultimately the productivity and profitability of
organizations.
In this milieu, the recent debate about ‘happiness’
as the way to increase productivity and profitability
in organizations has gained extensive popularity and
acclaim. Accordingly, scholars use different concepts
such as life satisfaction and happiness synonymously in
many instances, even though theoretically the two terms
have slightly different meanings (Gray, Rukumnuaykit,
Kittisuksathit & Thongthai, 2008). Employee engagement
(Simmons, 2015) as well as employee wellbeing are
(Peck, 2011; Wright, Cropanzano, & Bonett, 2007)
also closely linked to happiness at work. All in all, it is
R
PERSPECTIVES

9. People Power
7IPM - The Nation’s Leader in HRM
established (Swart & Rothmann, 2012;
Rego & Cunha, 2010) that all these terms
such as job satisfaction, organizational
commitment, motivation, employee
engagement and organizational citizenship
are linked to happiness.
Research, discussions and writings about
‘happiness’ have steadily increased during
the last few decades, transcending the
boundaries of psychology and poetry to
economics and management. Countries
such as Bhutan have identified that the
real development or success of a country
depends on the ‘happiness of its people’
rather than on mere economic growth.
Hence, Bhutan evaluates the country’s
development using the Gross National
Happiness Index instead of indicators such
as Gross Domestic Products. Wouldn’t
this concept be useful to organizations as
well? Wouldn’t happy employees indicate
the success of an organization and the
sustainable increase in productivity and
profitability, without a real need to apply
these various theories of management?
According to Achor (2011), a decade
of research has proved that happiness
definitely leads to achievement of the
organizational objectives of profitability by
raising sales by 37%, productivity by 31%,
and accuracy on tasks by 19%, together
with improvements in the health and
quality of life of employees. Prior research
has also identified how happy employees
are more open to ideas and, as a result,
more open to new and creative solutions
(Amabile & Kramer, 2012). Further, it
is indicated that happy employees are
more successful in their careers (Boehm
& Lyubomirsky, 2008), more energetic,
earn more, display superior performance
and perform more helpful acts at work
(Bradshaw, 2013).
While we have a case to prove that
happiness of employees can be the key
to success, achieving it, is easier said
than done. The key question here is how
can a company ensure the happiness
of its employees? A large amount of
research and writings on how to make
your employees happy indicates that good
leadership, meaningful work, teaching
employees to manage success instead
of failures, reducing stress, recognition
and appreciation are some ways that
organizations can ensure happiness of
employees. Scholars have also highlighted
that support of supervisors, and various
recreational activities provided by
companies also lead to happy employees.
But aren’t we coming back to our
theories of motivation, job satisfaction
and organizational commitment? It
appears that many have a misplaced
understanding of what happiness actually
means.
What is happiness: is it given
or realized?
People search for happiness all their
lives, but rarely find it, or are able to
hang on to it even when they do find it.
What does happiness really mean? Is it
having money, material possessions, or
a good education? Or is it having less
suffering in life? Are wealthy people
happier than poor people? Are healthy
people happier than sick people? These
are questions constantly raised by some,
more especially raised at a religious level.
From an organizational point of view, are
employees occupying higher positions in
organizations happier than those who are
in lower positions? Are people drawing a
higher salary, happier than those who are
drawing less? Are employees who receive
recognition happier than those who are
not recognized? When you receive a
salary increase you will be happy. When
you obtain a promotion you will be
delighted. But how long will this happiness
last? Minutes, days, weeks or years?
How do you achieve lasting satisfaction,
motivation or engagement? And how do
you avoid burnout, exhaustion or stress
at work?
Surely there is something missing
here? The point many of us overlook
is that, happiness cannot be linked to
external things and people. Realizing
that happiness does not solely depend
on the level of salary you draw, the
leadership qualities of your superior,
welfare activities of your company,
how recognized you are at work or
your designation, is the starting point
to your pursuit of actual happiness. We
see employees who are committed and

10. People Power
8 IPM - The Nation’s Leader in HRM
satisfied with the slightest reward and
recognition as well as employees who are
dissatisfied with the highest of rewards
and recognition.
Therefore, while prior research on
happiness has generally looked at
both the internal and external factors
as determinants of happiness and
satisfaction (Gray, Rukumnuaykit,
Kittisuksathit & Thongthai, 2008), what I
want to highlight here is that happiness
is a state of mind which comes not from
externalities but from within. And I am
delving deeper than the level where
happiness is discussed as a feeling you get
through compassion and helping others.
I am referring here to ‘inner happiness’,
the happiness that is not linked to any
externalities in life.
A journey to the inner
wonderland
Even though scholarly research is scarce in
this area, inner happiness will unarguably
lead to improved productivity, fewer
conflicts among employees, and easier
implementation of changes, in addition to
all the advantages of happiness at work
discussed above. Similar to happiness,
a lot has been discussed, debated and
written about inner happiness as well.
Numerous studies, workshops, Neuro-
Linguistic Programming (NLP) and
meditation programs are conducted
around the world to teach people and
employees about inner happiness.
Happiness is also discussed with
relation to spirituality in businesses, a
recent trend in management research
(Tischler,1999). Though these research,
writings and programs do give us a general
understanding about achieving inner
happiness, and give us certain pointers,
we really don’t need to look far to see
how to achieve inner happiness.
Inner happiness is all about not craving for
things and not hating things too ardently.
We need to understand that we will not
have enough of everything or anything.
All we have to do is to be satisfied, to a
greater extent at least, with what we have.
With this satisfaction we will not crave or
hate people or things. “Feeling satisfied
with what one has” is a main teaching of
Buddhist philosophy, on which numerous
scholars have based their discussions
on happiness (Gray, Rukumnuaykit,
Kittisuksathit & Thongthai, 2008; Layard,
2005 ). As Layard has said “people are
happier if they appreciate what they have,
whatever it is; if they do not compare
themselves with others” (2005: 72).
I know that this is easier said than done.
We are taught our whole lives to have
goals, want things and go after the things
we want. We are told that we have to try
and try until we succeed. If we do not
adhere to this societal expectation, we
would be seen as failures, as dormant
individuals. Hence, it is no wonder that
it is difficult to unlearn this teaching of
a lifetime and be satisfied with what we
have. Of course to be satisfied with what
you have, you have to learn to manage
with what you have.
I am not, by any means, saying that you
don’t need material possessions and that
you just have to search for happiness
within. Of course you need various things
in life and for that you need to work and
draw a decent salary and you also need
recognition to make you feel content.
What we are attempting to highlight here
is that the sole pursuit of these external
things and people in life and in work will
be never ending and never bring you
ultimate satisfaction. What is important is
not placing your happiness or satisfaction
solely in these externalities. We need
to understand that satisfaction and
happiness comes with the way you look at
things-your attitude- and not on the thing
itself. If you do not know how to be happy
with what you have there will be no end
to what you need and you will never be
satisfied with your salary, however high
it is, or the recognition you get, however
great it is.
But of course you need support to think
this way from your family and/or spouse.
With a nagging wife or a demanding
husband you will find it very hard to find
inner happiness. Since we are talking
about inner happiness, I will not go into
these externalities and the complex
subject of family. If you are lucky, you will
have this support group that helps you
achieve inner happiness.
The path: Mindfulness
Just simply thinking that you are going
to be satisfied with what you have is not
going to give you inner happiness. It’s
not that simple. It’s a far more difficult
and intricate task and you have to train
yourself indefatigably to come to this state
of mind. Let me tell you where it all starts.
The journey to inner happiness starts with
being mindful. Mindfulness, which is also
known as consciousness or awareness
means being mindful of what goes on
within you, within your world at all times.
Being mindful of what you are doing, what
you are feeling, what you are thinking, and
understanding how the mind works are
the four pillars of inner happiness. People
are so used to being aware about what
goes on outside themselves that they
rarely know about what goes on inside
their minds. People strive so much to
understand and cope with what goes on
around them, that they do not have the
time to reflect, introspect and see what is
happening to the most important person
- that is you.
What are you thinking? Are you sad, angry
afraid, jealous, or envious? If you know
what goes on in your mind, you would also
know why you are reacting in a certain
manner and how that in turn is affecting
you and also how you should have
reacted. This mindfulness will help you to
be in control of yourself. A mindful person
will not be swayed or be dependent on
others and things around him/her. His/
her behavior will not depend on what
others say or do. As a true friend and a
mentor once told us, in simpler and more
what I want to highlight here is that happiness is a
state of mind which comes not from externalities
but from within. And I am delving deeper than the
level where happiness is discussed as a feeling you
get through compassion and helping others. I am
referring here to ‘inner happiness’, the happiness
that is not linked to any externalities in life.

11. People Power
9IPM - The Nation’s Leader in HRM
colorful terms, a mindful person will have
the remote control of his own behavior
with him. Nobody else can push a button
to make him/her happy, angry, jealous or
sad. Put simply, other people would not
be able to control a mindful person. She/
he is in full control of herself/himself.
To be mindful, understand your mind and
try to befriend your mind. As it is said our
mind is like a monkey who leaps from one
tree to another. Our mind leaps from one
thought to another. If this is the case, how
are we going to be mindful? Hence, we
have to first tame this monkey, our mind,
in order to be mindful. To tame our mind
and to be mindful you have to live in the
present moment. We often tend to either
live in the past or the future, and forget
to live in the present moment. Therefore,
we miss the most important things in
life. Thinking about the past or the future
is really all about regretting or dreaming.
These are in actuality futile exercises.
We cannot do anything about the past
or change the past. It is already over!
We cannot do much about the future by
thinking about it either. So thinking about
past and future events are in fact a waste
of time. This means that we spend most of
our time on useless thinking. We carry this
heavy, useless baggage of the past and
future with us every minute of our lives
and hence forget to live in the present
moment. Living in the moment means
you cast aside this baggage and relieves
yourself and start enjoying the current
moment.
Of course this whole process is easier
said than done. Being mindful needs
a lot of psychological training and
meditating is the technique by which
to train your mind. What I refer to here
is the Buddhist meditation of loving
kindness and mindfulness. While loving
kindness is also a meditation practiced
in other religions such as Hinduism and
Christianity, mindfulness mediation
is a teaching of Buddhism. Mindful
meditation has been discussed as a
solution to burnout (Rabelo, 2014), stress
relief, etc. Yet, management research
has rarely talked about this in relation
to employee satisfaction, engagement,
or motivation, let alone in relation to
inner happiness. Whether companies can
actually promote Buddhist meditation
as a means to mindfulness and ultimate
inner happiness is questionable. I believe
this whole process is more of a personal
and individual one which needs to be
started and continued with a genuine
understanding of the entire concept. Yet,
while companies might not entirely be
able to influence or create happiness in
their employees, they certainly can help
their employees achieve inner happiness
by making them aware of the importance
of a journey to their inner wonderland.
Wrapping up
Companies cannot ‘give’ you happiness.
Happiness is a choice you make. You really
cannot pursue happiness. You can train
yourself to be happy by being mindful and
understanding that the real root cause of
happiness lies within you. Depending on
companies to give you happiness in life
is the most unintelligent expectation you
can have. Achieving this inner happiness
is an individual’s responsibility. Only you
can help yourself achieve it. Neither your
company, nor the world’s best trainer, nor
your family can ultimately give you real
happiness. They can only support you in
your journey to finding inner happiness.
I hope this layman’s effort to pen my
thoughts and beliefs on a matter that
is close to my heart will initiate deeper
thought processes in at least a few. I will
end with the wise words of one of the
most important literary figures of the early
twentieth century, Guillaume Apollinaire,
“Now and then it’s good to pause in our
pursuit of happiness and just be happy.”
References
Achor, S. (2011). The Happiness Dividend.
Harward Business rReview retrieved
from http://blogs.hbr.org/2011/06/the-
happiness-dividend/
Amabile, T. and Kramer, S (January
23, 2012). Inner Work Life: The Engine
of performance, European Business
Review, retrieved From Http://www.
Europeanbusinessreview.Com/?P=2830
Boehm, J.K. and Lyubomirsky, S. (2008).
Does Happiness promote career success?,
Journal of career assessment, 16(1), 101-
116.
Bradshaw, D. (May 19, 2013). The
pursuit of happiness in the workplace.
Retrieved from http://www.ft.com/intl/
cms/s/2/6b1fd178-81cf-11e2-ae78-
00144feabdc0.html#axzz3S141QxoP
Kellaway, L. (February 10, 2008). Happiness
is finding your inner receptionist, Financial
Times
Peck, J. (SEPTEMBER 19, 2011). Happiness
and your company. Harvard Business
Review. Retrieved from https://hbr.
org/2011/09/happiness-and-your-company
Rabelo, V.C.(Decmeber 12, 2014). End
of the year got you burned out? Tips for
putting out the fire, Fullfilment Daily.
Retrieved from http://www.fulfillmentdaily.
com/end-year-got-burned-tips-putting-fire/
Rampersad, H. (2006). Self-examination
as the road to sustaining employee
engagement and personal happiness,
Performance Improvement, 45 (8),
pp.18–25
Rego, A., Ribeiro, N., & Cunha, M.P.
(2010). Perception of Organizational
virtuousness and happiness as predictors
of organizational citizenship behaviours.
Journal of Business Ethics, 93, 215-235
Rossarin Soottipong Gray & Pungpond
Rukumnuaykit & Sirinan Kittisuksathit
& Varachai Thongthai (2008). Inner
Happiness Among Thai Elderly, Journal of
Cross Cult Gerontology , 23 (3) pp:211–
224
Swart, J. & Rothmann, S. (2012). Authentic
Happiness of Managers and individual and
organizational outcomes. South African
Journal of Psychology, 42(4), 492-508
Tischler, L. (1999). The growing interest
in spirituality in business: A long-
term socio-economic explanation.
Journal of Organizational Change
Management,12(4), 273-280.
Wright, T. A., Cropanzano, R., & Bonett,
D. G. (2007). The moderating role of
employee positive well being on the
relation between job satisfaction and job
performance. Journal of occupational
health psychology, 12(2), 93.

12. People Power
10 IPM - The Nation’s Leader in HRM
Challenge
HR Managers are tasked with the challenge of
developing performance management systems that
deliver performance in a true sense. We have seen many
frameworks and models for performance management
and appraisal, yet many of such have failed to overcome
one obstacle, the perceptual conflict. In my own
words, performance interview is a “perceptual battle”.
Performance review is a perceptual battle between
the employee and the manager. Employee will have
one’s own perception on one’s own performance while
manager or supervisor will have another perception.
Usually these perceptions do not match with each
other. The gap between these perceptions will cause
dissatisfaction amongst employees. Resolving this issue
is a vital requirement in performance management
systems.
Another facet to the problem is creating a performance
commanding environment than a performance
demanding environment. While performance demanding
is an external influence, performance commanding will
be an internal influence or realization for an employee.
In the concept of performance demanding, the manager
will request the results from the employee. There will
always be a gap in understanding the performance
requirement. Manager’s message will not be interpreted
at the same level by the employee. Thus delivery will be
up to the maximum understanding of the employee. One
barrier to synchronizing the meaning is to encourage
reconciliation between the parties. However, due
to the external nature of being demanding to the
employee, there will be some resistance from the part
of the employee. This will be a dynamic factor for the
manager’s performance rating, and will depend on the
manager’s own understanding of the performance, while
the employee’s performance rating will always depend
on the understanding gained by the employee during the
communication process.
In the case of the nature of commanding performance,
the manager’s performance requirement will be
implanted inside the employee, where the employee
will decide the level in which the performance will be
delivered, thus the final rating will be the decision of
the employee. Only difference in such situation is that
the initiative for performance will be stemming within
the employee, thus the resistance will not exist. Still the
challenge will remain, on how the understanding of the
expectation of the manager is implanted in the mind
of the employee. We need to find a solution for this
problem.
Solution
Performance expectation of the manager is a tacit
knowledge, in the mind of the manager. The challenge
we discussed above is the challenge of transferring the
tacit knowledge from the manager to the employee.
Thus the manager should resort to externalization,
where the tacit knowledge needs to be articulated,
as a technique or during socialization where tacit
knowledge is transferred as tacit knowledge between
the manager and employee. Combining the techniques,
i.e. externalization and socialization would increase
the effectiveness. Objective of this article is to share an
articulation of performance standard which resulted
in an externalization exercise that commands the
performance, which was proven in the work place with
the readership. Even though the socialization cannot
be shared in this article, I shall attempt to explain the
socialization attempt that made this tool a success in real
life. If I may share the success of the framework, after
three years of introduction, my department came to a
TRIPSA FRAMEWORK
TO COMMAND AND
APPRAISE
PERFORMANCE
MR. ARUNA DAYANATHA - MIPM
Hony Asst. Secretary of IPM
MBA(PIM-USJ), MBCS CITP (UK), Assoc.
CIPD (UK),MHRP
Charted IT Professional / HR Technologist
DGM/Head of HR
SANASA Development Bank PLC

13. People Power
11IPM - The Nation’s Leader in HRM
level that my subordinates performance
rating were not disputed by myself as the
manager.
Approach and the solution
Strength of the solution lies in the
methodology adopted. Development
of this framework was not a result
of an ad-hoc effort. This was a result
of a systematic process. This was an
outcome of an OD intervention of a
subsystem development project. The
sub system was a HR department and
problem was that the department was
really underperforming. An important
conditioning of the employees in the
department was to set the employees
in a comfortable setting. The entire
department was taken on an outing to
the central hills of the country. On the
night before the exercise, employees
had a party with the OD practitioner,
which contributed to the setting up of a
conducive environment.
Next day, the team assembled in an
informal setting, right after breakfast,
where the employees were given a chance
to discuss among themselves to identify
the perceptions that other employees and
the management were having about the
department. One may say that we ideally
should have asked others. However,
employees in the department had an idea
on how others perceived the services of
the HR department.
After about two hours, findings were
discussed and the team was capable of
developing a fairly accurate statement of
others’ perception of the HR department.
At the next segment, responsibility of
developing an action plan to change
the perception was also entrusted to
the employees and they were allowed
to discuss freely. It took about two
to three hours, and finally they came
up with a long list of actions that the
department could potentially take. The
OD consultant using a participatory
approach, consolidated and summarized
the entire action plan to five main areas,
and completed the participatory stage of
the exercise. The rest of the day and the
following day were devoted to sightseeing,
and enjoying the environment.
The OD consultant while working on
his own, looked at the identified five
areas and coined the acronym TRIPS,
which stands for Team work, Response,
Independence, Priority, and Service. When
this was presented to the employees
of the department, they loved it. They
themselves coined the tagline, “HR
goes TRIPS”. They then took a group
photograph and made the first phase a
memorable one.
As the second phase of the OD
intervention, OD consultant cracked
his brain to develop TRIPS in to a value
framework and the following statements
were derived.
Upon returning back to work, individual PCs were provided with a wall paper with the group
photograph taken to serve as an inspiration. This helped the people to keep the memories
alive, of the memorable outing, including the value promises they made. Based on the value
statements, operational guidelines were developed and agreed upon. This article will not
discuss such.
Further, the five elements were expanded in to 10 performance elements as follows;
As the basis for measuring the performance, a five level rating system, i.e. 1.Far below
expectation, 2. Below expectation, 3.Meet expectation, 4.Exceed expectation, 5.Far exceed
expectation, was developed. Addressing the challenge of commanding performance,
each performance element was provided with a rating description where the manager’s
expectation was clearly articulated. This articulation was carefully developed by keeping
the fact that Manager will take this articulation in to the discussion in the socialization
process as well. However, the socialization here was referred to as a casual or formal
discussion between the manager and the subordinate. For easy reference and inclusion in
to the performance management, we refer to this articulation as Rating Descriptions for
performance elements.
Element Value statement
Teamwork We shall work as a team within the Department as well as with other
departments that work with HR. We seek to understand the objectives,
situations, and issues from the customer’s perspective, and work to contribute
to achieve same. We shall accept team mates as they are as a whole person,
and support to improve all as a team in the long run.
Response We believe in giving a quick response. We believe that we are operating
at the very beginning of the value chain, and delays occurred with us will
have business effects down the value chain. Thus we shall work towards the
minimizing if not eradicating delays.
Independence We inspire to become independent – to eliminate the dependencies as
individuals as well as a team. We shall develop our individual capacities in a
planned effort as whole persons. We trust that developing individual capacity
shall enhance the team’s capability in performing the role of HR and give a
better performance with continual improvements.
Priority We shall organize our work with priorities, based on the importance and
urgency in providing our service to our customers.
Service We shall endeavour to offer our customers with an uninterrupted service.
Taking the responsibility as a team, and enhancing the availability of team
mates, to service the customers as well as to accomplish tasks assigned
without any hindrance.
Having the knowledge of other processes within the department
1 Do not have an understanding of the processes carried out by others. Always need to check
with someone else in case a query was raised.
2 Has an understanding of who does what. Has the capacity to guide the beneficiary to meet
the necessary officers who execute the processes.
3 Understand the processes executed by other colleagues of the department, in a manner that
the candidate can explain to the beneficiary on how to obtain the service in a proper way.
4 Understand the process in a manner that the process could be executed by the candidate, in
the absence of the regular person who carries out the process.
5 Understand the process in a manner that the candidate is capable of being able to critique
the process, and suggest improvements and forecast the consequences based on having an
exceptional understanding of the process.
Element Value statement
Teamwork Having the knowledge of other processes within the department
Initiative
Response Subject Knowledge
Meeting Deadlines
Independence Initiative for personal development
Innovation
Priority Organizing Self to manage the time
Work Load
Service Quality of Work
Understanding Customer Requirements

14. People Power
12 IPM - The Nation’s Leader in HRM
Initiative
1
Candidate do not take any interest to attend to tasks unless otherwise the matter is brought up to the notice of the HOD and instruction is issued from
the HOD.
2 Candidate takes the responsibility of any task where ones contribution is requested irrespective of who has the accountability of the task.
3
Candidate takes the initiative to identify the instances where the contribution is required, when there is a problem and willingly comes out to take the
responsibility, irrespective of who has the accountability of the task.
4 Candidate takes initiative to execute the tasks error free and further shows interest and takes initiatives to improve the process as well.
5 Candidate actively shows interest and takes initiative to improve the operations of the entire department.
Subject Knowledge
1 Candidate does not possess required knowledge to complete the assigned task.
2 Candidate has knowledge lapses in some of the aspects to complete the assigned tasks effectively.
3 Candidate has the sufficient knowledge to complete the assigned tasks effectively.
4
Candidate has the knowledge to complete the assigned tasks, with the knowledge on the tasks which are aligned to the tasks assigned as well as the
technologies linked with tasks.
5
Candidate has the knowledge to complete the tasks, and has shown commitment to increase the efficiency and effectiveness of the operation with the
enhancement of technologies used.
Meeting Deadlines
1 Candidate does not have a sense of urgency of compliance to the deadlines.
2 Candidate negotiates the deadlines to suit the schedules of the candidate and over 80% of the occurrences, the results are delivered as agreed.
3 Candidate establishes the targets based on the work load in a rational manner, and delivers the results within the agreed deadlines.
4
Candidate establishes the targets based on the requirements of the department and with the expectation of getting the work load adjusted. Around 20% of
the tasks are delayed.
5
Candidate is methodical in prioritizing the work. Adjustment of priorities are handled consciously, and avoids going in to crisis situations with respect
to the deadlines. Delays almost nonexistent.
Initiative for personal development
1
Discusses the requirements of individual development activities, yet does not take interest in taking the development activities to the next stage.
Reluctant to take part in training and development activities.
2
Individual is interested in personal development, takes part in the activities offered by the company without hesitation. Follow up activities related to
the development are attended under the persuasion of the manager.
3 Generally the individual is committed to plan personal development of self, and adhere to the identified development activities.
4
Individual takes initiative for personal development. Volunteers to discuss and plan the development activities for self with the Supervisor and drives for
results all the time.
5
Individual takes initiatives to discuss the individual development plans with the Supervisor and makes sure the development activities are falling in line
with the departmental goals and targets.
Innovation
1
Individual often is stressed, complains about too much of work. Usually fails to achieve deadlines stipulated, and often requests extension of targets.
Exaggerates the work load.
2
Individual is moderately under stress, majority of times the deadlines are not met, still with convincing and constant follow-up, results could be
obtained as per the stipulated targets.
3
Individual organizes the work to complete within the stipulated deadlines. Individual is good in identifying priorities and avoiding crisis situations. One
keeps busy during the work time.
4 Individual is capable of planning the activities to make free time for unexpected work, and uses some free time for learning activities and progressive tasks.
5
Individual is well capable of planning the activities to make time for unexpected urgent activities, progressive tasks and learning. One keeps the head of
the department or the immediate supervisor informed of one’s availability for additional contribution.
Organizing Self to manage time
1
Generally the problems faced by the individual needs to be solved either by the head of the department or the immediate supervisor. Individual does
not feel that one has a duty to offer solutions.
2
Individual will identify the fact that there are problems in the process. Upon being directed and briefed the individual is capable of bringing up a
consultative solution with collaboration of the supervisor.
3
Generally the individual will attempt to innovate, when the supervisor requests, gives the scenario and briefs the expected results. In majority of cases
the individual will come up with a solution that can be fine-tuned with the help of the supervisor.
4
Individual will be contributing with a solution with minimum briefing about the issue. The solution will bring in the expected results, and will not lead to
further anomalies.
5
Individual need not be prompted to look for solutions. Individual himself starts to identify problems and look for solutions which are innovative.
Usually the solutions are creative and bring in extra ordinary improvements.

15. People Power
13IPM - The Nation’s Leader in HRM
Work Load
1
Always on the look out for opportunities to avoid additional tasks. Willing to settle for the minimum work load and capable of creating workarounds
that would have negative attitude for additional assignments.
2 Completes the workload as per the procedure. Accepts additional tasks with reluctance. Norm is that there is hardly any time left for the work at hand.
3
Handles a work load that the supervisor feels as fair without complaining. Candidate is capable of identifying the outstanding tasks and forecasting the
expected completions of same.
4
Handles a workload that supervisor appreciates, willing to take up additional tasks after evaluating the workload at hand and with supervisor. Commits
that required assistance is provided to handle additional workload within the department.
5
Handles an exceptional workload. Capable of devising methods to reduce the time taken to complete tasks. One’s process improvements can often be
replicated to others’ processes within the department.
Quality of Work
1
Completes the tasks on time, yet output often needs to be checked by a second person. Often the internal customers complain as they have not
received the expected output on time.
2
Completes the tasks on time, often expected results are produced. Internal customers need to get involved in getting the results to expected level.
Department head or the immediate supervisor needs to keep a constant follow-up.
3
Expected results are produced, to satisfy the internal customers with the established validations, and output requirements. Often minimum service
declarations are kept.
4
Expected results are produced, minimum service declarations are maintained. Special requests of customer requests are facilitated with the manager
approval for procedural bypasses.
5
Expected results are produced. Internal customers are delighted. Exceptional requirements of the customers are catered for with caution and proper
coordination. There were no procedural bypasses requested or sought.
Understanding Customer Requirements
1 Candidate does not understand the internal customer requirements of the department. Mostly the concept of internal customer concept is misinterpreted.
2
Internal customers are clearly identified by the candidate. Candidate understands the importance of catering to the requirements of internal
customers. However, candidate occasionally neglects to cater for internal customer requirements or bypasses important validations trying to cater for
customer requirements.
3
Internal customers are clearly identified by the candidate. Candidate understands the importance of catering to the requirements of internal
customers. Candidate processes the tasks as laid down in the procedure, without any complaints.
4
Internal customers are clearly identified by the candidate. Candidate understands the importance of catering to the requirements of internal customers.
Candidate processes the tasks laid down in the procedure, without any complaints. However, the candidate assures that internal customers are not faced
with unintended consequences by coordinating with required parties.
5
Internal/external customers and their requirements are properly identified. Candidate comes up with suggestions to improve the internal customer
satisfactions and to improve the processes.
Using the model
This model was accepted by many managers over time, as a
generalized performance management framework. Assessment
using this framework was convenient. From the manager’s side,
manager will be comparing the management general behavior
of the employee with the rating descriptions, for individual
performance elements. Since the employee is well aware of
the rating associated with each description, they also have the
opportunity to adjust their behavior to suit the appropriate
description, so they can determine the rating they are targeting.
However, it may not be an easy thing for one to achieve without the
help of the manager.
One way that the manager can help the subordinate is to
explain the descriptions at the performance review interview.
In some rating descriptions, the difference will be denoted with
the meanings of “interest” and “commitment” only. When I
was explaining these differences to subordinates, interest was
introduced as “you are talking about it, and making plans for
same” yet if you show commitment “job is done by now”. Level
of conceptualizing these descriptions depends on the manager’s
ability to comprehend the descriptions. It is not just explaining the
sentence or two that is given in the description; it’s about building
a good narrative in the description. Such descriptions becomes
guidelines or commands for the performance and that’s why we
recognize this framework as “one that commands performance”.
Another way the manager can help the subordinate is through
socialization. This happens when the manager take the initiative
to discuss difference of such ratings in informal settings, during
casual discussions. Such discussions will get registered in the minds
of the subordinates in a better way. Ultimately, the idea is that the
subordinate and the manager will have a clearer perceptions about
the performance expectations, where the “perceptual battle” will
be resolved.

16. People Power
14 IPM - The Nation’s Leader in HRM
Acompetency refers to a cluster of knowledge, skills
and attitudes required by an employee to perform
his/her job in an effective and efficient manner.
Employees’ competencies can be divided into two;
technical competencies and behavioral competencies.
Technical competencies represent the knowledge based
requirements needed to perform a job where as the
behavioral competencies are more general and can be
applied across multiple job categories.
HR Career Levels
Employees are required to have various types of
technical and behavioral competencies to become
successful across four HR career levels (SHRM, 2012).
These are early career level, mid-career level, senior
career level and executive career level. During the
early career level period, the employee is going to be a
specialist in a specific HR function or a generalist with
limited experience. HR assistants, junior HR executives,
clerical employees etc. are few examples for various
categories of employment. Under mid-career level, the
employee is a generalist or a senior specialist and he
holds positions such as assistant HR manager or senior
executive etc. When it comes to the senior career level,
the employee is a well experienced generalist or HR
specialist in a specific function. He holds a designation
such as HR manager, manager-industrial relations or
training and development etc. Finally under executive
career level, the employee is one of the most senior
leaders in the organization and holds a position
such as Vice-President, Director- HR and DGM -HR
etc. Specifically, earlier career levels (early level and
mid-career level) employees are supposed to hold
responsibilities that are more transactional in nature
where as more senior career levels (senior level and
executive level) employees have to bear responsibilities
which are more strategic in nature.
Latest HR Competency Models
SHRM HR Competency Model - In 2012 Society of
HRM (SHRM) introduced the professional competency
model in HRM by conducting a survey with the
participation of 32,000 respondents worldwide. They
identified nine competencies namely HR technical
expertise and practice, relationship management,
consultation, organizational leadership and navigation,
communication, global and cultural effectiveness, ethical
practice, critical evaluation and business acumen.
Cornell HR Competency Model - The Cornell University
announced HR competencies based on the competencies
identified by Center for Advanced Human Resource
Studies. The model consists of capabilities, contextual
expertise, strategic HR, functional expertise and business
acumen.
RBL Group HR Competency Model - The RBL group with
Ross School of Business, University of Michigan along
with HR professional associations in the USA completed
the Global Human Resource Competency Study in
2012 with the participation of 20,000 respondents.
They finalized the following competencies - strategic
positioner, credible activist, capability builder, change
champion, human resource innovator and integrator and
technology proponent.
HR Competency Model of South Africa - This model
was developed by the South Africa Board for People
Practices (SABPP) in 2012. They identify the following as
the core competencies of a HR professional: leadership
and personal credibility, organizational capability,
solution creation and implementation, interpersonal and
communication skills and citizenship for the future.
DR. PRASADINI GAMAGE - AMIPM
Senior Lecturer
Department of HRM
University of Kelaniya
TO THE
BOARDROOM
COMPETENCIES
REQUIRED TO
FROM THE HR UNIT
ELEVATE HR

17. People Power
15IPM - The Nation’s Leader in HRM
Technical and Behavioral
Competencies
HR Expertise
HR professionals need a wide range of
skills. The best HR professionals must
have sound knowledge of HR practices,
principles and policies in order to help
organizations accomplish their mission
and objectives. As a result of adopting
good HR practices, organizations are
able to enhance their productivity,
financial performance and also reduce
labour turnover and absenteeism rates
(Huselid, 1995). Someone taking an
early career level job in HR may not
be expected to have all the specific
knowledge in HR and must be ready
to learn those as quickly as possible.
Under this competency, employees are
required to display behaviors such as ;
maintain up to date knowledge of general
HR practices, relevant laws, legal rules
and regulations, develop and utilize the
best practices , prioritize work duties for
maximum efficiency etc. (SHRM, 2012)
This competency is relevant and critical
to become successful at any career level.
However this is a very vital and requisite
qualification to enter into senior career
level rather than early career levels.
Interpersonal Competency
HR professionals always deal with
employees and stake holders. Hence
the ability to maintain interpersonal
relationships is imperative and also affects
his/her career in a positive manner.
Keeping and maintaining positive formal
relationships with various parties such
as superiors, subordinates and peers will
give a number of beneficial outcomes for
employees such as getting promotions
and increments in salary. Apart from that,
developing informal relationships give
greater job satisfaction, performance,
productivity of employees etc. Hence
healthy and more favorable interpersonal
relationships contribute positively to an
employee’s and organizations’ success.
Proficiency in this competency must
steadily increase with each career level
and this competency is more important
to develop at senior level in the career
ladder. HR professionals must be able
to establish relationships throughout
the organization and maintain those
relationships. HR professionals who have
a strong network across organization can
gain necessary credibility.
Leadership and Personal Credibility
All HR professionals should possess
leadership skills to drive the HR profession.
Positive leadership of HR professionals will
create a number of positive outcomes to
the organization such as job satisfaction,
commitment and reduces absenteeism
and labour turnover. Finally leadership
affects job performance of employees.
Effective leadership is required at various
career levels. For instance during the
early career levels HR professionals
can demonstrate proficiency in this
leadership competency by behaving in a
way which is consistent to the prevailing
culture of the organization and also by
developing relationships with co-workers.
HR professionals in senior career levels
should be well-versed in their specific
organizations’ core business and able to
understand multiple perspectives within
the organization. Most of the successful
leaders emphasize that HR is an influential
force in shaping the organization’s
culture by becoming role models
for the rest of the employees in the
organization. Key behaviors of leadership
are exhibiting behaviors consistent with
the organization’s culture, fostering
collaborations; developing solutions to
overcome obstacles; promoting consensus
among organization’s stakeholders and
displaying analytical, strategic and creative
thinking.
Apart from these, HR professionals should
have credibility, but this can only be
accomplished if they display high level
of competence in executing professional
HR work. This professional competency
would help them to gain personal and
professional credibility whenever they deal
with employees and other stakeholders.
Communication
Having good and effective communication
skills is imperative to achieving personal
and career success. HR professionals
spend their time communicating with
employees, superiors, subordinates
and clients. Good communication
skills are a vital factor for success,
for HR professionals across all career
levels. Even at the early career levels
professionals have to file grievances,
conduct investigations etc. whereas at
senior career levels HR professionals are
required to communicate with other units
of the organization to address business
challenges from the HR perspective. There
is no substitute for the art of face to face
negotiations and conflict resolution skills.
HR managers need to grow in the areas of
labor relations, mediating and resolving
employees’ conflicts and communicating
effectively with a diversity of generations
in the workplace. If we take different
generations, their preferred modes of
communications are different. Ability to
listen with empathy is also a critical talent
of a HR professional. By communicating
successfully HR professionals can develop
credibility among others.
Business Acumen
HR professionals very often provide
consultation to the other units in the
organizations. Some people argue that
every manager is a HR manager in an
organization. However HR‘s competency
on business acumen is very unique. HR
professionals are supposed to develop
and implement HR policies, practices and
principles which help to accomplish the
final objectives of the organization. To do
this successfully, HR professionals must
develop a competency called business
acumen. Hence HR professionals must
have a better understanding about
business operations and functional
strategies and the external environmental
factors etc. Reflecting on the impetus of
firms to expand in markets globally, the
ability to manage diverse employees is
seen as the most important competency.
Very often organizations are embracing
globalization. HR professionals need to
learn how to embrace cultural differences
and turn them into competitive business
advantages.

18. People Power
16 IPM - The Nation’s Leader in HRM
1. What are Emotions?
Each of us has a range of personality characteristics,
but we also bring with us a range of emotions. Given
the everyday obvious role, emotions play a pivotal
role in our lives.
Emotions, as elaborated by Goleman 1995 as follows;
• A feeling and its distinctive thoughts
• Psychological and biological state
• Ranges of tendencies to act
Emotions can turn into moods when you lose focus
on the contextual object. Research has identified six
universal emotions: anger, fear, sadness, happiness,
disgust and surprise.
Exhibit 1.1: Emotion Continuum
People who know their own emotions are good at
reading others’ emotions and may be more effective
in their jobs. That, in essence, is the theme underlying
recent research on Emotional Intelligence. The entire
workplace can be affected by positive or negative
workplace emotions
However, emotions and Intelligence can work hand in
hand. Emotions reflect relationships between a person
and a friend, a family, the situation, a society, or more
internally, between a person and a reflection or memory.
For example, joy may indicate one’s identification with a
friend’s success; sadness may indicate disappointment
with one’s self. Emotional intelligence refers in part to
an ability to recognize the meanings of such emotional
patterns and to reason and solve problems on the basis
of them.(Mayer and Salovey 1997).
1.1 Emotions and Moods (Robbins and Judge, 2007)
• Affect: a broad range of feelings that people
experience. It can be experienced in the form of
emotions or moods. A broad term encompassing both
emotions and moods
• Emotions: intense feelings that are directed at
someone or something.
• Moods: feelings that tend to be less intense than
emotions and that lack a contextual stimulus.
Happiness
Fear
Fear
Sadness
Anger
Disgust
Surprise
Source: Based on R.D. Woodworth, Experimental
Psychology (New York: Holt, 1938).
MS. RUWANGANIE GOONERATNE -
AMIPM
Consultant
Informatics Holdings (Pvt) Limited
EMOTIONS, MOODS
AND EMOTIONAL
INTELLIGENCE
PLAY A PIVOTAL
ROLE IN
EVERYONE’S
LIFE

19. People Power
17IPM - The Nation’s Leader in HRM
Emotions Moods
• Caused by a specific event
• Very brief in duration (seconds or
minutes)
• Specific and numerous in nature (many
specific emotions such as anger, fear,
sadness, happiness, disgust, surprise,
jealousy, love, hate etc.)
• Usually accompanied by distinct facial
expressions
• Action-oriented in nature
• Cause is often general and unclear
• Last longer than emotions (hours or days)
• More general (two main dimensions-positive affect and negative
affect-that are comprised of multiple specific emotions)
• Generally not indicated by distinct expressions
• Cognitive in nature
• Are emotions more fleeting / temporary than moods?
• If someone is rude to you what do you feel?
• Can you feel bad for several hours in a bad mood or a bad emotion?
• When you are happy, do you show emotions?
• Are emotions directed at a person or event usually?
• Is there a basic set of emotions?
• It is visible that there is no agreement among psychologists or
philosophers with regard to a set of basic emotions.
1.2 Some Aspects of Emotions
• The biology of emotions
• Intensity
• Frequency and duration
• Relationship between emotions and
rationality
• Functions of emotions
1.3 The Biology of Emotions
Robbins and Judge (2007, p. 262) write:
“all emotions originate in the brain’s
limbic system, which is about size of
a walnut and near our brain stem.
People tend to be happiest (report more
positive than negative emotions) when
their limbic system is relatively inactive.
When the limbic system “heats up,”
negative emotions such as anger and
guilt dominate over positive ones such
as joy and happiness. Overall, the limbic
system provides a lens through which you
interpret events. When it’s active, you
see things in a negative light. When it’s
inactive, you interpret information more
positively.”
1.4 Is everyone’s limbic system the
same?
• Moderately depressed people have
more active limbic systems, particularly
when they encounter negative
information (Tucker, Luu, Frishkoff,
Quiring and Poulsen, 2003, as in Robbins
and Judge, 2007).
• Women tend to have more active
limbic systems than men, which, some
argue, explains why women are more
susceptible to depression than men and
are more likely to emotionally bound
bond with children (Gur, Gunning-Dixon,
Bilker and Gur, 2002, as in Robbins and
Judge, 2007)
1.5 Functions of Emotions
• To take a good decision
• To motivate people to engage in actions
for survival. Disgust motivates you to
avoid harmful things such as rotten
foods. Excitement motivates you to
increase your energy and take initiative
• To win demands
• To get approval for a request
• To control another
1.6 Mood as Positive Affect and Negative
Affect
• Positive affect: a mood dimension
consisting of specific positive emotions
like excitement, self-assurance, and
cheerfulness at the high end, and
boredom, sluggishness, and tiredness at
the low end (Robbins and Judge, 2007).
• Negative affect: a mood dimension
consisting of nervousness, stress, and
anxiety at the high end, and relaxation,
tranquility, and poise at the low end
(Robbins and Judge, 2007).
2. Concept of Emotional
Intelligence
The early Emotional Intelligence theory
was originally developed during the 1970s
and 1980s by the work and writings of
psychologists Howard Gardner (Harvard),
Peter Salovey (Yale) and John ‘Jack’ Mayer
(New Hampshire).
Emotional Intelligence is increasingly
relevant to organizational development
and developing people, because the
EQ principles provide a new way
to understand and assess people’s
behaviours, management styles, attitudes,
interpersonal skills, and potential.
Emotional Intelligence is an important
consideration in human resources
planning, job profiling, recruitment
interviewing and selection, management
development, customer relations and
customer service.
This concept was enhanced and
popularized by Daniel Goleman’s 1995
book called “Emotional Intelligence”.
2.1 What is Emotional Intelligence?
Emotional Intelligence as defined by
Goleman, 1995is “the capacity for
recognizing our own feelings and those of
others, for motivating ourselves, and for
managing emotions well in ourselves and
in our relationships.”
There are five components to emotional
intelligence; self-awareness, self-
regulation, motivation,empathy, and social
skill. All five traits sound desirable to
everyone.
Emotional Intelligence as elaborated by
Mayer and Salovey, 1997 is “the set of
abilities that accounts for how people’s
emotional reports vary in their accuracy
and how the more accurate understanding
of emotion leads to better problem solving
in an individual’s emotional life. More
formally, we define emotional intelligence
as the ability to perceive and express
emotion, assimilate emotion in thought,
understand and reason with emotion, and
regulate emotion in the self and others.”
When Time magazine asked the question
“What is your EQ?,” on its cover, and
stated, “It’s not your IQ. It’s not even a
number. But Emotional Intelligence may
be the best predictor of success in life,
redefining what it means to be smart”
(Time 1995).
At work, emotional intelligence will assist
people “in teamwork, in cooperation, in
helping learn together how to work more
effectively.” More generally, emotional
intelligence will confer “an advantage in
any domain in life, whether in romance
and intimate relationships or picking up
the unspoken rules that govern success in
organizational politics.”
Goleman notes that “At best, IQ
contributes about 20% to the factors that
determine life success, which leaves 80%
to other factors.”
Emotional Intelligence is born largely in
the neurotransmitters of the brain’s limbic
system, which governs feelings, impulses,
and drives
Research indicates that the limbic system
learns best through motivation, extended
practice, and feedback. To enhance
emotional intelligence organizations must
refocus their training to include the limbic
system. They must help people break old
behavioral habits and establish new ones.
That not only takes much more time than
conventional training programmes, but it
also requires an individualized approach.
For e.g. - Inability to listen – interrupting
people and not paying close attention to
what they’re saying. To fix this problem,
the executives needs to be motivated
to change, and then needs practice and
feedback from others in the company.
“I hope emotional intelligence helps
people shift away from personal gain and
self interest and instead they notice, care,
and take action to do something about
what needs to be fixed in the world.”
Daniel Goleman
2.2 Tips on how to explain Emotional
Intelligence - Perspectives and Examples
Ingham and Luft’sJohari Window explain
another perspective. That is, as a rule, the
higher a person’s EQ, the less insecurity
is likely to be present, and the more
openness will be tolerated.
High EQ = low insecurity = more
openness.
A person’s preparedness to expose their
feelings, vulnerabilities, thoughts, etc., is a

20. People Power
18 IPM - The Nation’s Leader in HRM
Self – Management Skills
1
Self-awareness - Emotional Intelligence begins with this trait. People with a high degree of self-awareness
know their weaknesses and aren’t afraid to talk about them. Someone who understands that he works
poorly under tight deadlines, for example, will work hard to plan his time carefully, and will let his colleague
know why.
2
Self-regulation - This attribute flows from self-awareness, but runs in a different direction. People with this
trait are able to control their impulses or even channel them for good purposes.
3
Motivation - A passion for achievement for its own sake – not simply the ability to respond to whatever
incentives a company offers – is the kind of motivation that is essential for leadership.
Self – Management Skills
4
Empathy - In addition to self-management skills, emotional intelligence requires a facility for dealing with
others. And that starts with empathy – taking into account the feelings of others when making decisions –
as opposed to taking on everyone’s troubles.
5
Social skill - All the preceding traits culminate in this “social skill”; the ability to build rapport with others,
to get them to cooperate, to move them in a direction you desire. Managers who simply try to be sociable
– while lacking the other components of emotional intelligence – are likely to fail. Social skill, by contrast, is
friendliness with a purpose.
Source: Harvard Business Review (November-December 1998)
Source: Harvard Business Review (November-December 1998)
Definition Hallmarks
Self-Awareness The ability to recognize and understand your
moods, emotions, and drives, as well as their
effect on others.
Self-confidence
Realistic self-assessment
Self-deprecating sense of humour
Self-Regulation The ability to control or redirect disruptive
impulses and moods
Trustworthiness and integrity
Comfort andambiguity
Openness to change
Motivation A passion to work for reasons that go beyond
money or status ; A propensity to pursue goals
with energy and persistence
Strong drive to achieve
Optimism, even in the face of failure
Organizational commitment
Empathy The ability to understand the emotional makeup
of other people; Skill in treating people according
to their emotional reactions
Expertise in building and retaining talent
Cross-cultural sensitivity
Service to clients and customers
Social Skill Proficiency in managing relationships and
building networks; An ability to find common
ground and build rapport
Effectiveness in leading change
Persuasiveness
Expertise in building and leading teams
Table 2.1: Five Components to Emotional Intelligence
Table 2.2: The Five Components of Emotional Intelligence at Work
Table 2.3 Why is emotional intelligence important to you in both personal and
professional fronts?
Component Importance of Emotional Intelligence in Professional and Personal fronts
Self-Awareness “Knowthyself” – having a deep understanding of one’s emotions, strengths, weaknesses,
needs, and drives.
Will help us to: admit our failures; to be honest with yourself and with others; to recognize
how feelings affect us and others and my job performance and others’; work with a
demanding client; understanding of his or her values and goals; understand where I am
headed and why; find work to be energizing; speak accurately and openly; will assist in hiring
process and performance reviews.
Table 2.3: Importance of emotional intelligence in personal and professional fronts
“IQ and technical skills are important, but
emotional intelligence is the sine qua non
of leadership.” Daniel Goleman
feature of EQ.
Maslow’ theory is also relevant to
Emotional Intelligence. Self-actualizers
naturally have stronger EQ. People
struggling to meet lower order needs -
and arguably even middle order needs
such as esteem needs - tend to have lower
EQ than self-actualisers. The original 5
stage Hierarchy of Needs explains that all
needs other than self-actualisation are
deficiency drivers, which suggest, in other
words, some EQ development potential or
weakness.
There is a strong thread of EQ running
through Stephen Covey’s 7 Habits. In fact,
most theories involving communications
and behaviour become more powerful and
meaningful when related to Emotional
Intelligence, for example:
• Leadership
• McGregor XY Theory
Emotionally Intelligent individuals are
more likely to:
• Have grown up in bio-socially adaptive
households (i.e. have had emotionally
sensitive parenting);
• Be non-defensive;
• Be able to reframe emotions effectively
(i.e. be realistically optimistic and
appreciative);
• Choose good emotional role models;
• Be able to communicate and discuss
feelings; and
• Develop expert knowledge in a
particular emotional area such as
aesthetics, moral or ethical feeling,
social problem solving, leadership, or
spiritual feeling.
By developing Emotional Intelligence in
these areas and the five EQ domains can
make us become more productive and
successful at what we do, and help others
to be more productive and successful too.
The process and outcomes of Emotional
Intelligence development also contain
many elements known to reduce stress
for individuals and organizations,
by decreasing conflict, improving
relationships and understanding, and
increasing stability, continuity and
harmony.
Emotional Intelligence is an important
consideration in human resources
planning, job profiling, recruitment
interviewing and selection, management
development, customer relations and
customer service, and more.
2.4 How can we boost Emotional
Intelligence?
We cannot boost emotional intelligence
with traditional training programmes
that target the rational part of the brain.
It is with extended practice, feedback
from colleagues, and by using our own
enthusiasm for making the “change”
that we can enhance our emotional
intelligence.
Although a certain degree of analytical
and technical skill is a minimum
requirement for success, what is called
“emotional intelligence” may be the key
attribute that distinguishes outstanding
performers in their professional and
personal lives.
Motivation Passion for the work itself – seek out creative challenges, love to learn, and take great pride
in a job well done; display an unflagging energy to do things better and to explore new
approaches at work; to stay optimistic; committed to the organization; and build a team of
managers with same traits.
Empathy Thoughtfully consider employees’ feelings – along with other factors – in the process of
making intelligent decisions; Leadership Challenge of leading a team; Globalization – to have
a deep understanding of the existence and importance of cultural and ethnic differences; and
retention of talent – leaders need empathy to develop and keep good people.
Social Skill Social skill allows leaders to put their emotional intelligence to work.
Social skill is friendliness with a purpose: moving people in the direction you desire. Wide
circle of acquaintances – a knack for finding common ground with people of all kinds – a
knack for building rapport; ability to handle the emotions of others which is exhibited by
persuasiveness.

21. People Power
19IPM - The Nation’s Leader in HRM
MR. CHANDRA GANNILE - FIPM
Vice President of IPM
MBA, FCMI (UK), FIMSL, MITD, NDPM (IPMSL)
DPM (NIBM), National Dip. In Teaching (NIE)
THE CEO’S
PERSPECTIVES
ON HR
Most of the Boards appoint
their CEOs/Managing
Directors or Business Heads
from time to time. They know that HR
alone is a Critical Success Factor in their
new journey. The CEO will certainly try
to assess the current effectiveness level
of HR role, played by the HR leader
and his team. Hence you as a HR
practitioner will be a key contributor
and you should understand the CEO’s
perspectives on HR which will then
enable you to fathom the right picture
of CEO’s expectations of HR .
When CEOs look at their HR
function, they found that most HR
departments were involved in power
struggles, bureaucratic programs,
and miscellaneous special projects
when they should be focusing on one
objective: maximizing organizational
performance. It’s tempting to blame
this sorry state of affairs on HR alone.
But the fundamental reason for this is a
lack of leadership by companies’ senior
managers whose jobs are to focus the
various departments on accomplishing
the organization’s goals
Set a clear mission
The department’s mission should put
responsibility for business outcomes
front and center: “HR’s responsibility
is to ensure that our human resources
are more talented and motivated
than those of our competitors.
HR’s performance will therefore be
measured by comparing the company’s
sales, profits, and productivity with
those of our top two competitors”.
Saddled with this, you as HR manager
may have questions like, ”lsn’t the
sales department supposed to be
responsible for sales?” Answer by
asking, “Where would the sales
department be without salespeople?”
Respond this way as needed, whether
the question relates to production,
engineering, or customer service.
Get rid of traditional personnel
and admin functions
Outsource costly and labor-intensive
chores like benefits, payroll, and
salary surveys so that HR can focus on
attracting, motivating, and retaining
superior employees. Suppress the urge to
assign special projects to HR, things like
implementing TQM or reengineering, or
programs to infuse the “seven habits”. Kill
this stuff before it has a chance to grow
in HR’s fertile soil. Try to convince the
CEO that HR has many key roles to play.
HR is not a panacea for everything but
understand supportive roles and critical
roles that HR has to play.
Assess HR’S technical
knowledge
The CEO will check to see if his HR people
have been keeping up with the literature
in the field of HR; if so, are they applying
their knowledge to benefit your company?
Can they defend HR’s programs, citing
research from reputable journals? Look at
what the HR staff is reading. Do you see
peer-reviewed journals like Administrative
Science Quarterly or books like Personnel
Selection in organizations?If the meatiest
thing you can find is HR Magazine, then
you are in trouble.
Ask questions of staff specialists like,
“What is [competitor’s name] doing to
recruit management trainees?”, ”What’s
the latest research in gain sharing plans?”
or ”What is the difference between test
reliability and validity?”. You don’t need to
know the answers to these questions, but
HR certainly should find the answers.
Find the right leader for HR
If the organization has a strong HR staff,
promote a high-potential manager
from a line organization. He or she will
bring the credibility HR needs to make
changes. Ifthe staff is weak, you’ll need to
go outside to hire someone who has an
advanced degree in business or industrial
or organizational psychology and strong
management experience. Don’t be
tightfisted here; there’s a whole lot of
money at stake. Don’t make the mistake
of transferring in a midlevel manager
who is a “great people person” but has a
marginal track record for achievement.
Hold organization’s HR Head
accountable
You’ve set the goal. Now insist that
itbe met. Do not accept measures of
activity, things like - positions filled,
training hours delivered, and appraisals
completed on time. Require measures
of accomplishment that reflect business
success: sales or revenue, profits,
productivity, customer retention, and so
on.
lf you implement these steps and ensure
HR deptartment functions effectively,
then you’ll see some dramatic changes.
HR will abandon traditional programs
that have no demonstrable impact on
organizational performance, and it will
create programs that boost results—such
as compensation plans that tightly link pay
with profits and aggressive recruitment
approaches that lure the best people
away from competitors. You will also
see yourself and the HR team under the
spotlight and be required to deliver and
actually fire ineffective HR employees and
replace them with more talented people
who understand HR’s true role. Ultimately,
you’ll see the real fruits of HR’s new
approach reflected in your bottom line.
References:
www.hbspress.org, garykaufman@
comcast.net

22. People Power
20 IPM - The Nation’s Leader in HRM
I was discussing this with a few HR colleagues. I
learned that if I say that “it take lots of explanations
to prove that we are correct” there is a mistake,
no-not grammar wise, ideally it should be that “it
take lots of explanations to prove that our decision
is the most rational”. It was said that we never make
correct or accurate decisions. You may be surprised
when I make this statement. Well at least that’s what I
learned. Decisions we make are bound to the amount
of information we have or are capable of gathering,
before we make the decision. It is given that we do not
have all the resources to collect all relevant evidence
and facts that should be considered when the decision
is taken. So we take a reasonable effort to collect as
much information as possible and make the decision.
This concept fascinated me, and I attempted to
explore more on this topic in many different mediums,
and this is what I learned. I call this as my attempt
to learn for myself, and not for teaching anyone.
There can be multiple perspectives and information
I still have not got hold of. More importantly, I am
attempting to relate the concept to HR.
Bounded rationality is identified as a limitation in our
ability to process information. How do we process
information and make sense of the world? Well what
we do all day everyday is we are filtering cues i.e.
stimulus that provides information about what to do;
we then identify a pattern from those filtered cues and
based on that we devise a response. So, for example,
you wake up in the morning and you want to know
what the weather is going to be. You are bombarded
with cues. You smell the food, you hear someone in
the shower and when you open the curtains you see
clouds, a damp pavement, and the wind. From all the
cues around you, you filter those that are relevant
to the question about what the weather is going to
be. And from those cues you identify a pattern, black
clouds, wind, damp pavement; you identify a pattern
of rain. And then you devise a response namely, to
take an umbrella to work with you today.
So when we size up a situation we are essentially
telling ourselves a story, we are imposing a pattern on
In my experience
in HR, there are lots
of occasions where
people have many
different arguments
about HR decisions
in work place.
Even our superiors
attempt to over-ride
our decisions. We
have to make lots
of explanations to
prove that we are
correct.
MS. CHATHURI GALAPPATHTHY - AMIPM
MBA (India), Assoc. CIPD(UK),
AMABE(UK),MHRP(SL)
Manager - Human Resources
Informatics (Pvt) Ltd.
BOUNDED
RATIONALITY
IN HR