Qualification: 
Ph.D, MBA, MPhil
rg_priyadarshini@cb.amrita.edu

Dr. R. G. Priyadarshini currently serves as Associate Professor at the School of Business, Coimbatore Campus.

Recipient of ‘Ramaswamy P Aiyer Best Young Teacher Award’ instituted by Association of Indian Management Schools (AIMS), awardee of All India Council for Technical Education (AICTE)’s Young Teacher Career Award, Dewang Mehta Award for Best professor in HRM, CII Industrial Fellowship Award and CII “Best Yi Net Mentor Award”.

She has authored text books titled “Organizational Change and Development” and “Change management and Organizational transformation”, published by Cengage publishing. She has published 25 articles in referred journals and cases on “Conflict management” in Gregory and Moorhead’s book on “Organizational Behavior” and “Aravind Eye Care” in SHRM case collection.

She is a qualified award assessor for CII EXIM Bank Award for Business Excellence and a qualified psychometrician (Thomas International, UK) and certified in designing and managing assessment centers. She been a consultant to TVS group of companies, Wipro Technologies and Larsen & Toubro and has had academic associations with PSG College of Technology, University of Toledo and San Diego State University, USA.

Academic Appointments

  • Associate Professor, Amrita School of Business, Amrita Vishwa Vidya Peetham 2008 till date
  • Assistant Professor, PSG College of Technology, 2002-2008
  • Visiting Professor, University of Toledo, SanDiego State University, 2005-2006
  • Research Scholar, Bharathiar School of Management and Entrepreneurship Development, 2000- 2002
  • Lecturer, Kongunadu Arts and Science College, 1997-2000

Education

  • PhD.,Bharathiar School of Management and Entrepreneurship Development, Bharathiar University, Coimbatore - 2003
  • M.Phil.,Bharathiar School of Management and Entrepreneurship Development, Bharathiar University, Coimbatore - 1996
  • MBA.,Bharathiar School of Management and Entrepreneurship Development, Bharathiar University, Coimbatore - 1994

Major Industry Assignments and Training Offered

  • Conflict resolution and Interpersonal effectiveness at Apex Laboratories, Chennai
  • Training effectiveness and Competency Modelling at Wipro Technologies, Bangalore
  • Revamping of HR system at Sundaram Brake Linings and Sundaram Fastners, Chennai
  • Leadership development at Magna Electro Castings, Coimbatore
  • Employee Engagement and design of HR interventions at Larsen and Toubro Limited, Coimbatore
  • Consulted in the areas of Competency Mapping, Leadership development, Training and development, Organizational Effectiveness, HRD Audit, Employee Engagement and Behavioural Assessment
  • Conducted MDPs for middle and senior executives in the areas of Competency Mapping, Emotional Intelligence, Transactional Analysis, Interpersonal effectiveness, Achievement Motivation, Conflict management and Team Building.

Awards Received

  • Ramaswamy P Aiyer Best Young Teacher Award‟ by Association of Indian Management Schools (AIMS)
  • Young Teacher Career Award‟ by All India Council for Technical Education (AICTE), Govt. of India
  • Industrial Fellowship Award‟ by Confederation of Indian Industry (CII)
  • Dewang Mehta Award Best professor in HRM”
  • CII “Best Yi Net Mentor Award”

Papers Taught

Organizational Behavior, Human Resource Management, Strategic HRM, Organizational Change and Development, Performance Management and Compensation, Learning and Development, Talent Acquisition and Development, HR Analytics

Certifications

  • Certified by IBM for Data Analytics using SPSS and Cognos
  • Qualified Award assessor for the CII EXIM Bank Award for Business Excellence
  • Certified Psychometrician (TV Rao Learning Systems, Ahmedabad)
  • Certified Personality Profiling Analyst (Thomas International, UK),
  • Certified by All India Management Association (AIMA) as “Accredited Management Trainer”
  • Certified in “Designing and Managing Assessment Centers” (TV Rao Learning Systems, Ahmedabad)

Professional Membership

  • National Institute of Personnel Management (Professional membership-life)
  • National HRD Network (Professional membership-life)
  • Society for HRM (Professional membership)

Publications

Publication Type: Conference Paper

Year of Publication Title

2018

Dr. R. G. Priyaadharshini, “Enhancing recruitment effectiveness in IT industry”, in IOP Conference Series: Materials Science and Engineering, 2018, vol. 390.[Abstract]


The Major Decision making challenge for any HR Manager starts with Recruitment. Recruiting Metrics directly impact the Return on Investment in any Business. The traditional ways of measuring HR metrics has taken a seismic shift. Previously the focus of recruiting managers was only on efficiency, but now effectiveness has gained a lot of relevance. This study on organizational recruitment is an attempt to understand the choice of recruitment source and its impact on the cost per hire, quality of hire and time to hire aspects. The measures for this assessment include both pre-hire and post hire recruitment outcomes that further elucidates how the recruitment source and the recruitment variables contribute to candidates' success as well as organization success. © Published under licence by IOP Publishing Ltd.

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2018

Dr. R. G. Priyaadharshini, Kumar, V. R. Sathish, and S. Rajlakshmi, A., “Study on lean thinking among MSMEs in the Machine tool sector in India”, in IOP Conference Series: Materials Science and Engineering, 2018, vol. 310.[Abstract]


In the era of stiff competition and customer expectations, manufacturing organizations across the world are struggling hard to minimize their costs and maximise their performance. Micro, Small and Medium enterprises (MSMEs), who are dependent on large corporate for business and support have a tall task of keeping pace quality in processes and output. They are in the constant vigil to adopt new systems and practices so that they can minimise their cost and maximize the productivity. This study has been conducted in the machine tool sector of Coimbatore, India; which houses more than 9000 companies and offers employment to over one lakh employees. They have a tremendous pressure to use scientific processes to increase their product quality and productivity. While Lean manufacturing has been the thrust to improve the competitiveness among MSMEs in India, this study has attempted to understand their attitude towards lean management and understand the extent to which companies practice lean tools and practices. It has been found that most of the organizations in the study possess a culture of lean thinking and possess the support of top management and employees also towards the initiative. It is also seen that the organizations that incorporated lean in their daily operations have been able to scale up their productivity. © Published under licence by IOP Publishing Ltd.

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Publication Type: Book

Year of Publication Title

2015

Dr. R. G. Priyaadharshini, Change Management and Organizational Transformation. Cengage Learning, 2015.

2015

Dr. R. G. Priyaadharshini, Organizational Change and Development. Cengage Learning, 2015.

2003

Dr. R. G. Priyaadharshini, Current status of Power, the key Infrastructure in India. New Delhi: Vedam Books, 2003.

Publication Type: Journal Article

Year of Publication Title

2012

Dr. R. G. Priyaadharshini and Dave, D., “Competency-based Training Needs Assessment Model”, Management and Labour Studies, vol. 37, pp. 195–207, 2012.[Abstract]


Competency mapping is an effective methodology used to integrate the HR functions with the key competencies of the organization. It is found to be a valuable resource to incorporate the competencies throughout the various processes and to assess the training needs of the organization. This article describes a research undertaken in an auto component company, to identify the training needs using the competency mapping methodology. The experiences of the study have been discussed and have been consolidated and presented as an effective training assessment model.

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2011

Dr. R. G. Priyaadharshini, “Roadmap to TQM implementation among Indian SMEs”, Indian Journal of Technical Education, vol. 34, 2 vol., 2011.

2010

Dr. R. G. Priyaadharshini, “A Study on the Relationship between Emotional Intelligence, Organizational Culture and Impression Management”, Journal of Contemporary Research, vol. 5, no. 2, 2010.

2010

S. C. Rani and Dr. R. G. Priyaadharshini, “A Study on the Influence of Emotional Intelligence on Self Monitoring Using Structural Equation Modeling”, International Journal of Management Prudence, vol. 1, pp. 144–147, 2010.

2009

Dr. R. G. Priyaadharshini, “Prospects of Semi-Conductor Industry – With reference to India”, “Udyog Pragati”, vol. 33, 2009.

2009

Dr. R. G. Priyaadharshini, “Gestalt Approach to Organizational Consulting”, Journal of Management Prudence, vol. 2, 1 vol., 2009.

2009

Dr. R. G. Priyaadharshini, “The Importance of Role Efficacy and Self Efficacy in Organizations and its Relationship with HR Practices”, Management and Labour Studies, vol. 34, pp. 57–72, 2009.

2006

Dr. R. G. Priyaadharshini, “Impact of Emotional Intelligence on Egogram – An Exploration”, „Journal of Organizational Behaviour, vol. 1, 2006.

2006

Dr. R. G. Priyaadharshini, “Emotional Branding – Winning customers for Life”, journal „Marketing Mastermind, 2006.

2005

Dr. R. G. Priyaadharshini, “Influence of Transactional Analysis Ego Styles on the Performance of Employees in a Telecommunication Firm”, “The ICFAI Journal of OB, vol. 4, 2005.

2005

Dr. R. G. Priyaadharshini, “A Study of Emotional Intelligence among the Academic Professionals”, Prestige Journal of Management and Research, vol. 9, 2005.

2005

Dr. R. G. Priyaadharshini, “Lucid Pharmaceuticals: Making of Intra Organizational Conflict”, seventh edition of “Organizational Behavior, 2005.

2005

Dr. R. G. Priyaadharshini, “A Study on Organizational Effectiveness in Textile Mills at Coimbatore”, Management and Labour Studies, vol. 30, pp. 224-235, 2005.[Abstract]


Effective organizations are vital for current turbulent business scenario. Organizations being purposive entities are established and managed so that certain needs of the stakeholders can be satisfied. Success or failure of an organization in satisfying these needs therefore would determine whether the organization would survive and prosper or stagnate and die. The Textile Industry in India has seen a complete cycle going through the peak as well as its downturn. Coimbatore having a significant place in this field has been also traveling through the same effect. This was the prime concern of the researcher to analyze the effectiveness of organizations in the textile industry. Private and public owned textile mills listed in SIMA were analyzed for various facets of effectiveness of organizations and compared for the variations in terms of the factors and examined for the reasons for the same

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2005

G. P. R. Rani, Venkatapathy, R., and Dr. R. G. Priyaadharshini, “Performance and HRD: A Study Among Various Types of Banks”, South Asian Journal of Management, vol. 12, pp. 52-66, 2005.[Abstract]


Human Resource is considered to be very crucial in the organization's well-being. Presently organizations have started realizing that Human Resources are the most important of all assets based on the emerging values of humanization. Development is considered to be the soul of the Human Resource Management function, which reflects on the organization's effectiveness. Human Resource Development in a growing economy like India is the need of the time and undoubtedly, banking sector is the most effective instrument for India's economic development, for which developing Human Resources for this sector has become essential to achieve the national objectives. In spite of the rapid technological reformations, Human Resource remains the backbone of the organizational structure of Indian banks - which undertake the crucial responsibility of transforming its operational system into the modern one that suits to the present requirements. Since there is a dearth of studies in this area and recognizing the pivotal position of Indian banks in developing the nation's socio-economic structure, it was found necessary to empirically test the relationship or difference among the various categories of banks. This paper aims to study the extent of HRD practices in the Banking Industry pertaining to differences in Ownership and Performance.

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2004

Dr. R. G. Priyaadharshini, “A Study on Motivational Profile of the Employees of a Share Broking Firm”, Indian Journal of Training and Development, vol. XXXIV, 2004.

2004

Dr. R. G. Priyaadharshini, “A Study on Emotional Intelligence of Nurses in a large Multi Facility Hospital”, journal „Indian Journal of Training and Development, vol. XXXIV, 2004.

2004

Dr. R. G. Priyaadharshini, “87 Revealing Questions – An HRD Questionnaire”, journal „Rajagiri Management Journal, vol. 2, no. 2, 2004.

2004

Dr. R. G. Priyaadharshini, “A Study on the Influence of Impression Management in the various services of Medical Profession”, “The ICFAI Journal of OB, vol. 3, 2004.

2004

Dr. R. G. Priyaadharshini, “A Study on the Influence of Ego States in the various services in the Medical Profession”, Organizational Management, vol. XX, 2004.

2004

G. P. R. Rani, Rani, C. S., and Dr. R. G. Priyaadharshini, “A Study on the Influence of Ego States on Impression Management in Various Services in the Medical Profession”, South Asian Journal of Management, vol. 11, pp. 53-66, 2004.[Abstract]


Different ego styles are inherent in every individual whether one is aware of it or not. The most salient ego style of an individual is, by and large, manifested in one's general behavior. So, knowingly or unknowingly, one projects a certain self-image. Each individual has a mixture of 'OK' and 'Not OK' ego styles but one should strive for more 'OK' than 'Not OK' ego styles. Impression Management is about managing the impression that one might create on the audience, in a more effective and positive manner, i.e., an effective utilisation of the various ego styles in an individual will help in managing impressions about oneself better. Impression Management is based both on the various situations and the various ego styles. So, though there is not much of a choice, how we choose to manage the impression ultimately decides how effective it will be. This study looks into the influence of different ego styles on different factors of Impression Management.

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2003

Dr. R. G. Priyaadharshini, “Organizational Effectiveness in the Banking industry”, Indian Journal of Training and Development, vol. XXXIII, 2003.

2003

Dr. R. G. Priyaadharshini, ““Development of Organizational Effectiveness Questionnaire”, journal “Organizational Management”, vol. XIX, 2003.

2003

Dr. R. G. Priyaadharshini, ““Impact of HRD Practices on Organizational Effectiveness in the Banking Industry”, journal „Prajnan – Journal of Social and Management Sciences, vol. XXXIII, 2003.

2003

Dr. R. G. Priyaadharshini, “Knowledge Management in Action”, Prestige Journal of Management and Research, vol. 7, 2003.

2002

Dr. R. G. Priyaadharshini, “Development of HRD Instrument”, journal “Organizational Management”, vol. XVII, 2002.

2002

Dr. R. G. Priyaadharshini, “Extent of HRD Practices in the Banking Industry”, journal „Prajnan – Journal of Social and Management Sciences, vol. XXXI, 2002.

Year Title
2011 Eye care for All – a case on Aravind Eye Care Systems”, Society for HRM (SHRM)