Human resource management in the new economy in India

Jain, Harish C.; Budhwar, Pawan; Varma, Arup; Ratnam, C.S. Venkata

doi:10.1080/09585192.2012.651295

Cited by 11 publications

(8 citation statements)

References 28 publications

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“…From the early 1990s, the Indian government shifted from an insular trade policy to that of a progressive one towards FDI and multinationals (Jain et al , 2012). For example, India ranked fifth in the FDI Confidence Index for 2013 and second in 2012.…”

Section: Introductionmentioning

confidence: 99%

Investment and collaboration: the Indian model for “best” HRM practices

Rao

2016

JABS

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Purpose The purpose of this paper is to examine human resource management (HRM) practices of the top 25 companies identified as “best” in India in 2011. This paper provides insights into HRM practices of a leading country in Asia that is playing a very important role in the global economy. Design/methodology/approach This conceptual paper will use for its research analysis the business reports of the Outlook Business Magazine and AON Hewitt. AON Hewitt is a global human resource consulting company and is an established authority in identifying “best” companies in India since 2004. A qualitative content analysis was done of the business report to identify predominant themes. Findings The analysis identified how the “best” 25 Indian companies offer progressive HRM practices that required careful investment and collaboration. This research showcases seven specific HRM themes that include elaborate staffing, investment in learning, work–life balance, egalitarian practices, developmental performance culture, generous benefits and engagement initiatives. Practical implications This paper provides preliminary guidelines for global practitioners who may be interested in doing business in India. It also provides a model of “best” HRM practices adopted by 25 companies that could help other organizations identify successful HRM practices in India. Among the 25 companies, 16 are Indian companies and 9 are subsidiaries of multinationals. Originality/value This paper outlines HRM “best” practices of organizations in an emerging Asian economy that has not been addressed before. This paper hopes to bridge this paucity in the extant literature by showcasing the “best” HRM practices from 25 “best” companies in India. It also provides an Indian model of “best” HRM practices that can be tested by other scholars for future studies.

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Section: Introductionmentioning

confidence: 99%

Investment and collaboration: the Indian model for “best” HRM practices

Rao

2016

JABS

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“…Relatedly, there has been a rapid increase in the number of publications dedicated to addressing issues directly affecting south and southeast Asia-Pacific (see, e.g., Benson & Zhu, 2011;; the 'Working in Asia-Pacific Series' by Routledge; Zhang, 2012). Furthermore, several leading journals have published special issues dedicated to the region (see e.g., Warner, 2002;2002;Ahlstron & Bruton, 2004;De Cieri et al, 2005;Jain et al, 2012), and a number of new Clearly, the above developments also apply to the field of human resource management (HRM) in the region. However, given that HRM is still in its infancy in the region, there is a scarcity of robust literature that can shed critical light on, and provide a comprehensive overview, of the core aspects of HRM in the region.…”

Section: Why Examine Hrm In the Asia-pacific Context?mentioning

confidence: 99%

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Budhwar

Varma

Patel

2016

Human Resource Management Review

Self Cite

119

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In this article, we highlight the significance and need for conducting context-specific HRM research, by focusing on four critical themes. First, we discuss the need to analyze the convergence-divergence debate on HRM in Asia-Pacific. Next, we present an integrated framework which would be very useful for conducting cross-national HRM research designed to focus on the key determinants of the dominant national HRM systems in the region. Following this, we discuss the critical challenges facing the HRM function in Asia-Pacific. Finally, we present an agenda for future research by presenting a series of research themes.

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“…Knowledge embeddedness refers to the elements and subnetworks that need to be transferred and absorbed by the recipients to use and apply the gained knowledge (Argote & Ingram, 2000;Ojo & Raman, 2016). According to Conner and Prahalad (1996), knowledge gets embedded into human assets (Jain, Budhwar, Varma, & Ratnam, 2012;Saini & Budhwar, 2008), physical assets, organisational routines, and other dedicated assets of an organisation, making it difficult to imitate such knowledge. Moreover, Bresman, Birkinshaw, and Nobel (1999) defined knowledge explicitness as the extent to which knowledge can be written, drawn, verbalised, and articulated.…”

Section: Knowledge Contextmentioning

confidence: 99%

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

Dey

Mukhopadhyay

2018

Knowl Process Manag

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In today's competitive and dynamic economy, knowledge‐intensive organisations constantly face challenges for sustenance. Therefore, successful knowledge management (KM) system is viewed as an important factor to maintain competitive advantage. These days, knowledge‐sharing practices are encouraged in organisations to improve performance of the human assets. However, the behaviour of employees determines the success of potential KM system of organisations, which often fails due to various organisational and individual factors. On the basis of prior literature, this paper investigates the effect of varying internal and external dimensions, which are contextual factors, knowledge‐sharing mediums (KSM), and knowledge‐sharing intentions on knowledge‐sharing behaviour (KSB) of employees. Data were gathered from a sample of 231 managers of various public sector units in India. The results are analysed using hierarchical multiple regression. The outcomes of this study show the impact of contextual factors and KSM on KSB. Further analysis leads to the conclusion that there is a moderating effect of knowledge‐sharing intentions on this relationship. This research intends to contribute the understanding of KSB to help managers in promoting knowledge sharing and hence developing knowledge base in organisations. This study will also encourage better managerial practices to build an environment for knowledge dissemination. Moreover, it also provides insight related to importance of KSM in promoting efficient KM processes, making this article important for both practitioners and academicians.

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Human resource management in the new economy in India

Cited by 11 publications

References 28 publications

Investment and collaboration: the Indian model for “best” HRM practices

Investment and collaboration: the Indian model for “best” HRM practices

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

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