Affirmative Action in Employment for the Scheduled Castes and the
Scheduled Tribes in India

Jain, Harish C.; Ratnam, C.S. Venkata

doi:10.1108/01437729410068008

Cited by 23 publications

(13 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Saini (1997: 104) observes that a number of people from students to managers mistakenly think that personnel management and HRM are synonymous concepts. Further, hierarchy and inequality are entrenched in India's traditions and are often found in routine behaviour in the form of unequally placed caste and class groups (Jain and Venkata Ratnam, 1994). Because of this there is a continued dependence of one group on the other (for example, subordinates on superiors) and a general lack of local initiatives to tackle their own problems (Sinha, 1990).…”

Section: Need For the Study In Indian Contextmentioning

confidence: 98%

The Indian perspective of strategic HR roles and organizational learning capability

Bhatnagar¹,

Sharma²

2005

The International Journal of Human Resource Management

View full text Add to dashboard Cite

This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.

show abstract

Section: Need For the Study In Indian Contextmentioning

confidence: 98%

The Indian perspective of strategic HR roles and organizational learning capability

Bhatnagar¹,

Sharma²

2005

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…The origins of the personnel function can be traced back to the 1920s with the concern for labor welfare in factories. 12,13 The Trade Union Act of 1926 gave formal recognition to workers' unions. Factories Act of 1948 laid down the duties and qualifications of labor welfare officers.…”

Section: Hrm Studies In India: Hrm Function In Indiamentioning

confidence: 99%

“…Constitutional pressures are forcing organizations to employ people from backward and reserved categories. 13 There are also indications of a movement towards performance related pay and promotions. However, these are more evident in the private sector.…”

Section: Hrm Studies In India: Hrm Function In Indiamentioning

confidence: 99%

The Historic Connotations of Culture in Human Resources Management in the Global and Indian Perspective

Shah¹

2019

SynsDoc

View full text Add to dashboard Cite

Human Resource management (HRM) seems to be as old as mankind’s history. It can be argued that HRM existed right from the time of Adam and Eve. Although the history of HRM has mostly been studied as a present modern history, its annals are highlighted since eighteenth century. The historical perspective falls short to present the Central Asian perspective vis- a-vis Russian, Chinese and Islamic world’s view. Management researchers have failed to analyze the religious beliefs’ and cultural impact in the growth of HRM. For many years, there has been a misleading view that the HRM has been seen and interpreted as a Western concept, then re-introduced into other parts of the world. Class hierarchy is the major obstacle to the goal of social justice and it continues to be a major obstacle to social progress even today. Indian society is based on caste system in which Brahmins are at the top most position whereas Dalits are at the least position of the society. With the advent of Multinational Corporations (MNCs) in India the HRM is revolutionized forever. It can be said that although many studies have been conducted in India on HRM issues, it is still in the transient stage. This study is descriptive and narrative, and depicts the HRM practices and evolution in China, Russia, U.K., America, and India, focusing on historic connotations of the HRM and its impact on the employees’ psyche. This study also seeks to highlight the realities, myths and divide of Western and Eastern/Asian HRM styles. This paper suggests the need to focus on the potential for comparison in cross-cultural dialogue in HRM particularly in the age-old civilizations, where HRM had not been given its due importance, rather under-estimated.

show abstract

“…Indian society is deeply rooted in Hinduism, which is based on a caste system and poses value on seniority. Hierarchy is deeply embedded in Indian society, which is also reflected in the organizations (Amba-Rao, 1994; Jain & Venkata Ratnam, 1994). Japanese society is also known as relatively hierarchical; however, the authority is not centralized in one single person or one single group but rather has a participative system (Sekiguchi et al, 2010).…”

Section: Us and Japanese Practices In India: Influence And Effectivenessmentioning

confidence: 99%

The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

Maharjan

Sekiguchi

2016

South Asian Journal of Human Resources Management

View full text Add to dashboard Cite

This article offers a conceptual framework to analyze the impact of human resource management (HRM) practices of foreign firms on Indian local companies, along two dimensions: influence and effectiveness. By focusing on US- and Japanese-HR practices, we conceptualize the varying degrees of influence and effectiveness foreign practices potentially have in the Indian context. Drawing upon the literature from international HRM and cultural perspective, we suggest that Indian HRM will be more influenced by US-style HR practices whereas HRM effectiveness will be more related to Japanese-style HR practices. Theoretical and practical implications of the propositions and directions for future research are discussed.

show abstract

Affirmative Action in Employment for the Scheduled Castes and the Scheduled Tribes in India

Cited by 23 publications

References 3 publications

The Indian perspective of strategic HR roles and organizational learning capability

The Indian perspective of strategic HR roles and organizational learning capability

The Historic Connotations of Culture in Human Resources Management in the Global and Indian Perspective

The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

Contact Info

Product

Resources

About