Sameer Pingle
@scmsnagpur.edu.in
Associate Professor and Director
Symbiosis Centre for Management Studies,Nagpur
r.Sameer Pingle has over two decades of experience in corporate and management education. He has worked with institutes of repute, like NMIMS, Indore campus, and Nirma University, Ahmedabad, in the past. He has been a visiting professor to IIT- Gandhinagar, IIM- Nagpur, Ahmedabad Management Association, and many others. He visited the Hof University of Applied Sciences, Hof, Germany, thrice and received the ERASMUS Fellowship in 2017 as part of International Teaching Week. There are many awards to his credit from reputed associations like AIMS, ISTD, HEF, NIPM, KRDWG, ULektz, Jagranjosh, B-School Affairs, Lexicon Group of Institutes, MTC Global, DKRF, Nirma University for research, teaching and administration and also an International award from Hof university for teaching excellence. He has guided six doctoral scholars and conducted management development programmes for reputed organizations from India and abroad. He has done consulting assignments with organizations like Shriram Grou
EDUCATION
PhD; MBA; BE
RESEARCH, TEACHING, or OTHER INTERESTS
Organizational Behavior and Human Resource Management, Strategy and Management, Industrial relations, Business and International Management
FUTURE PROJECTS
Career Management
Applications Invited
Collaborators
Expatriate Management
Applications Invited
International Collaborators
Scopus Publications
Scholar Citations
Scholar h-index
Scholar i10-index
Scopus Publications
Rajwinder Kaur, Sameer Pingle, and Anand Kumar Jaiswal
Emerald
PurposeThis research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.Design/methodology/approachThe present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.FindingsThe study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.Originality/valueThe originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.
Susmita Ghosh, Ashutosh Muduli, and Sameer Pingle
IOS Press
BACKGROUND: The complexity and dynamism involved in the current business environment requires agile workforce. Workforce agility requires learning agility which is the capability to acquire knowledge willingly, quickly and effectively. Promoting learning agility requires organisations to explore and identify facilitator or barriers for higher performance. In this context, organisational culture and E learning technology may play an important role to promote learning agility for better performance. OBJECTIVE: The study aims to investigate the role of culture and e-learning technology on learning agility. In detail, the research examines the relationship between learning agility and outcome. Further, the research also seeks to examine the mediating relationship of culture and e-learning between learning agility and outcome. METHODS: The survey-based research has been designed following validated survey instruments. Data collected from 776 executives across all levels has been analysed using structural equational modelling using IBM AMOS software. RESULTS: The result proved learning agility significantly related with outcome. Secondly, culture and e learning technology mediate between learning agility and outcome. The result suggests organisations to nurture suitable culture and adopt e-learning technology to facilitate effective learning agility. CONCLUSIONS: Learning agility is critical for making workforce and business agile. The unpredictable and complex business environment can be managed through agile learners. Organisations need to nurture and adopt suitable culture and technology for better performance.
Rajwinder Kaur and Sameer S. Pingle
SAGE Publications
Indian Armed Forces are one of the largest organizations around the globe. Joining the forces is based on the voluntary service. Hence, it is important and critical for the armed forces to attract skilled talent and also to retain the current employees. This research is based on the study of instrumental and symbolic attributes related to Indian Armed Forces as an employer brand. The attractiveness of the Indian Armed Forces as an employer for potential candidates and the current employees of the armed forces is also studied. A sample of 200 people was used (150 potential candidates and 50 current employees) for studying the perceptions of potential and current employees. Results showed that there is significant difference between the perceptions of potential candidates and current employees for the instrumental functions related to Indian Armed Forces. Potential candidates were more favourable towards the instrumental function. The perceptions regarding ‘symbolic functions’ and ‘the Indian Armed Forces attractiveness as an employer’ were explained in similar proportion between the potential candidates and the current employees.