PhD Candidate, MBA, B. Mgmt. (Hons.), B. Buss.
Lecturer in HRM and Management
Research and teaching specialtiesHuman Resources, Leadership, Organisational Behaviour, HR Attributions, Diversity, Organisational Theories, Levels of Analysis, Cultural Awareness in mixed cultural work environments, Ethics and Sustainability
Prajit has over 10 years of work experience in Adelaide across industries, including 8 years of experience leading teams of over 150 personnel in various managerial positions. He has also successfully setup and operated small business ventures in the past. Prajit’s teaching career commenced in 2016 and he has since successfully delivered and facilitated multiple cohorts spanning across two Universities before joining AIB in 2020. His previous subjects include eight business and management topics including Leadership, Organizational Behaviour, HRM, Strategic HRM, Foundational HRM, Ethics and Sustainability.
Prajit’s teaching philosophy can be broadly covered within the following three tenets; 1) facilitation and development of interactive learning environment; 2) applicability of theoretical learning 3) learning is an ongoing process. By combining these three tenets—facilitating an interactive and engaging learning environment, connecting the knowledge from the books with the real world and allowing the students to find and perfect their own best way to learn—Prajit strives to be a part of their life long journey of development.
Prajit’s primary research interest lies within the broader area of Human Resource (HR) Management and HR practices from a multilevel perspective of Organization, Leaders and Employees. One focus resides in the notion HR practices are often interpreted idiosyncratically by employees, supervisors, and managers. Given that HR practices are intended to convey expectations to employees about what behaviours are expected, valued and rewarded, idiosyncratic interpretations imply that employees’ expectations are misaligned and hence organizations cannot capitalize on collective efforts to maximize effectiveness. Research is only beginning to explore gaps between leaders and employees, and across employees, in how HR practices are interpreted and their relationship to individual and collective outcomes.