Special Issue of Employee Relations: People Management in the Indian Subcontinent
ISBN: 978 1 84663 652 3
Edited by: Pawan S. Budhwar, Professor of International Human Resource Management, Aston Business School, Aston University, Birmingham, UK
This special issue of papers considers various aspects of people management in the Indian subcontinent.
The papers in this collection consider whether there is a scarcity of people management research in the Indian subcontinent and consider whether there is a need to identify key themes along which future research should be pursued. The issue suggests that there is very little evidence regarding the kind of methodologies which might be suitable for conducting useful research in this important geographical region.
Contents:
Introduction:
People Management in the Indian Subcontinent
By Pawan S Budhwar and Virender Singh
This introductory paper provides an overview of the papers which follow and considers recent developments in HRM in the India subcontinent.
Towards Workplace Flexibility: Flexitime Arrangements in Sri Lanka
By Vathsala Wickramasinghe and Suranga Jayabandu
This paper presents and discusses the findings of a study on flexitime as a novel people management practice emerging in Sri Lanka. Specifically the authors consider factors that predict the level of satisfaction with flexitime, differences in attitudes towards flexitime, the effectiveness of flexitime as a strategy to attract and retain employees, and barriers that hinder its use. The authors conclude that flexitime allowed employees to harmonize work and non work demands upon their time resulting in better workplace relations.
The Impact of HRM Practices on Organisational Performance in the Indian Hotel Industry
By Mohinder Chand and Anastasia A Katou
This paper considers specific characteristics of hotels which affect organizational performance in the hotel industry in India and whether some HRM systems affect organizational performance in the hotel industry in India. The authors suggest that if hotels are to achieve higher performance levels, they should preferably belong to a chain and increase their category, and management should focus on ‘best’ HRM practices indicated in the study.
When in Rome…? Human Resource Management and the Performance of Foreign Firms Operating in India
By Ingmar Björkman and Pawan S Budhwar
In this paper the authors examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and analyze links between HRM practices and organizational performance. The results show that while the introduction of HRM practices from the foreign parent organization is negatively associated with performance, local adaption of HRM practices is positively related with the performance of foreign firms operating in India.
Does HRM Fit Really Matter to Citizenship and Task Performance? Sri Lankan Manufacturing Sector Experience
By Anil Chandrakumara
This paper attempts to provide a theoretical foundation and empirical evidence on the impact of HRM fit on citizenship and task performance (CTP) of employees. The author provides evidence to confirm not only the HRM fit hypothesis that states the higher the HRM fit, the greater the performance, but also to negate the said hypothesis in relation to some HRM practices.
Talent Management Strategy of Employee Engagement in Indian ITES Employees: Key to Retention
By Jyotsna Bhatnagar
With talent management becoming an area of growing concern in the literature, this paper investigates talent management and its relationship to levels of employee engagement using a mixed method research design. Its findings indicated that a good level of engagement may lead to high retention but only for a limited time in the ITES sector.
Psychological climate and individual performance in India: Test of a mediated model
By Soumendu Biswas and Arup Varma
The purpose of this study is to investigate the relationship between psychological climate and employee performance, in the Indian environment, in order to better understand the conditions that foster high levels of in-role and extra-role performance. The results support the authors’ hypotheses that an individual’s perception of the psychological climate in their organization has a significant positive impact on his/her willingness to engage in Organizational Citizenship Behaviour (OCB), as well as on his/her job satisfaction levels.
The Relationship of Organizational Culture with Productivity and Quality: A Study of Indian Software Organizations
By Jossy Mathew
The purpose of this paper is to explore the impact of organizational culture on productivity and quality in software organizations with particular reference to India. The study develops a range of insights into the way cultural processes tend to influence productivity and quality in people centric and knowledge intensive work contexts such as software.
People Management Issues in Indian KPOs
By S. Raghu Raman, Pawan S Budhwar and G. Balasubramanian
This paper makes an attempt to a gap in the literature by presenting findings from an in-depth case study of a Knowledge Processing Outsourcing (KPO) organization. The results of this study highlight the differences in the nature of work characteristics in KPO organizations as compared to that of call centres.
Integration and Devolvement of Human Resource Practices in Nepal
By Dhruba Kumar Gautam and Ann Davis
The purpose of this study is to explore the nature of Human Resource Management in publicly listed finance sector companies in Nepal. In particular, it explores the extent to which HR practice is integrated into organizational strategy and devolved to line management. The authors found that the degree of integration of HR practice appears to be increasing within this sector, but this is dependent on the maturity of the organizations.
About Employee Relations
The employment relationship field is at the forefront of the human resource management scene. Good employee relations are not only desirable, they are a commercial necessity, helping to reduce absenteeism, avoid costly disputes and harness goodwill to achieve optimum performance, commitment and effectiveness. Employee Relations focuses on the importance of understanding and merging corporate, management and employee needs to increase efficiency, productivity and profitability. Drawing on the latest ideas, research and best practice, Employee Relations examines the implication of the changes taking place and how they affect the management and motivation of people.
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