The identity and self-perception of artists-managers

Economic development of any country depends on its natural resources, as well as availability of human resource. Every aspect, actions and activities in an organization involve people. Out of various resources, the human resource management has become critical resource for gaining the competitive edge. Today, most of the countries are giving attention and putting their effort to the development and training of their human resources. Training is effort initiated by an organization to foster learning among its workers. Training and development are a continuous effort designed to enhance employee learning, as well as his/her creativity, which is helpful in improving employees’ competence and organizational performance. The present research work examines the moderating and mediating role of organizational climate between employees training and creativity. In a survey of 324 employees working in various SME of Dehradun area, it was found that both employee creativity and employee learning foster organizational climate. Further, the mediation effect of organizational climate on learning and creativity is different. The study shows that creativity is partially mediated, but learning has no significant effect on organizational climate. The study suggests that companies must focus on training their employees so that employees become creative and learn new practices for improving their competencies at work. The study also suggests finding the means of improving organizational climate because of its rich contribution towards improving employee creativity and learning.

Entrepreneurial intention plays a decisive role in the process of becoming an entrepreneur. It is not only the prerequisite for establishing a business but it also influences an individual’s behavior. This study aims to investigate the impact of three key personality traits of a prospective entrepreneur (entrepreneurial passion, creativity, and self-efficacy) in shaping their entrepreneurial intention. It is proposed that entrepreneurial passion, creativity, and self-efficacy positively influence entrepreneurial intention. Primary data were collected from 408 Chartered Accountancy (CA) students of the National Capital Region (NCR) of India with the help of a structured questionnaire. The cluster sampling method was used to select the sample from the targeted population. The data were analyzed using structural equation modeling (SEM). The results establish that the entrepreneurial intention of CA students is significantly influenced by their creativity, entrepreneurial passion, and self-efficacy, as all three traits allow an entrepreneur to identify opportunities with profit potential. A student who is passionate, creative, and confident in exploiting the new business idea will develop an intention to become an entrepreneur. The present study contributes to the literature by investigating the entrepreneurial intention of CA students, which has not been explored earlier. The significance of this study facilitates academicians and accounting organizations to focus on the personality traits of students, which helps in developing entrepreneurial intention in them.

Employees, their knowledge, and skills are becoming an increasingly important factor in the performance and competitiveness of companies in the XXI century. Approaches to talent management vary around the world. The more technological the company, the more unique the technology of using human capital and the higher the level of employee stress. The aim of the study is to establish statistically significant differences in exclusive and inclusive approaches to talent management in Ukrainian IT companies. The study employed methods of psychodiagnostic and descriptive statistics. The research period is from January to June 2021. The total number of respondents is 150 employees from the TOP-50 largest IT companies in Ukraine as of 2020. The population of the empirical study included 70 men (46.7%) and 80 women (53.3%) aged 21 to 40 years. The results of empirical analysis show that, indeed, the degree of employee burden in IT companies is enormous. The study empirically confirmed and theoretically proved that there are statistically significant differences in exclusive and inclusive approaches to talent management. IT companies that use an exclusive approach show burnout rates at an average level (according to 38.5% of respondents), and talents are already working at the limit of their psycho-emotional resource capabilities.