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

Rao, Pramila

doi:10.1108/jabs-03-2015-0033

Cited by 9 publications

(20 citation statements)

References 36 publications

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“…The findings of the present study are relevant for both academicians and practitioners in the field of management in terms of the actual state of practices implemented in various type of organizations in India. The findings of this empirical study is in line with the finding of subsequent secondary data study undertaken by Rao (2016) where it was found that the best companies of India have adopted progressive HR practices.…”

Section: Analysis and Resultssupporting

confidence: 86%

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Convergence of management practices in India’s IT sector with ana priorivalidation

Mahesh

Bhat

2018

JABS

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Purpose The purpose of this paper is to document similarities and differences between management practices of different types of organizations in India’s IT sector through an empirical survey. The authors expected these differences to be significant enough for us to be able to group a priori this set of companies meaningfully through cluster analysis on the basis of the similarity of their management practices alone. Design/methodology/approach Using a mixed-methods approach, 73 senior-level executives of companies working in India’s IT sector were approached with a pretested questionnaire to find out differences on eighteen management practices in the areas of operations management, monitoring management, targets management and talent management. The different types of organizations surveyed were small and amp; medium global multinationals, large global multinationals, small and medium Indian multinationals, large Indian multinationals and small and medium local Indian companies. The differences and similarities found through statistical testing were further validated a priori through cluster analysis and qualitative interviews with senior-level executives. Findings The management practices of multinationals in India are moving toward Western management practices, indicating that management practices converge as the organizations grow in size. Though the practices of large Indian multinationals were not significantly different from those of global multinationals, the surprising finding was that large Indian multinationals scored better than global multinationals on a few practices. The practices of small and medium Indian companies differed significantly from those of other types of organizations and hence they formed a cluster. Practical implications The finding that large Indian IT multinationals have an edge over global multinationals in certain people management practices is a confirmation of the role of human resource practices in their current success and their continuing competitive advantage. Originality/value This is perhaps the first study of its kind to document state of specific management practices across different types of organizations in India’s IT sector and then use measures on these practices to group a priori these organizations for validation.

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Section: Analysis and Resultssupporting

confidence: 86%

“…These companies offer progressive HRM practices focusing on seven broad themes. Professional development, engagement practices, leadership development are the most focused themes by these companies, followed by egalitarian practices, generous benefits, family-friendly practices and developmental appraisals (Rao, 2016).…”

Section: Review Of Literaturementioning

confidence: 99%

Convergence of management practices in India’s IT sector with ana priorivalidation

Mahesh

Bhat

2018

JABS

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“…Table I gives a brief overview about the evolution of various HRM systems in last three decades. Depending on the dominant theme or orientation around which these HRM practices as a system revolve, authors have defined the system by various terms such as "high performance work system" (Way, 2002;Boxall, 2012;Chang, 2015), "high commitment system" that has recently penetrated in Indian organizations (Singh et al, 2016), few as "progressive HRM practices" (Wright et al, 2005;Rao, 2016;Kloutsiniotis and Mihail, 2017). Some have simply labeled them as "newly introduced HR practices" (Stirpe et al, 2015).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Progressive human resource management and firm performance

Gahlawat

Kundu

2019

IJOA

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Purpose This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India. Design/methodology/approach Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling. Findings The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms. Practical implications Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices. Originality/value By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.

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“…The collaboration with WHO, Red-Cross or AIDS society is helpful in providing efficient after-service support and facilitate recovery of patients in case of different issues raised by them, even after the discharge from the hospital. For promoter response to patient complaints, public healthcare organizations pursue collaborative approaches and provide a quality of recovery (Lim, 2016;Rao, 2016).…”

Section: External Strategiesmentioning

confidence: 99%

The impact of patient recovery flexibility on service experience in public healthcare

Kumar

2019

JABS

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Purpose This study aims to identify the dimensions of patient recovery flexibility in the public healthcare context and its impact on the service experience. The study also explores the strategies and contextual influences to attain patient recovery flexibility. Design/methodology/approach This paper uses a case study method based on a semi-structured interview with healthcare professionals, observations and informal discussions. Findings In the present study, several dimensions of patient recovery flexibility are reported. Different internal and external strategies to exhibit patient recovery flexibility, as well as two contextual influences, are identified. An integrative framework is developed to establish the relationship of patient recovery flexibility with service experience in public healthcare. Research limitations/implications The study was conducted in a public healthcare setting in India. The sample size for the semi-structured interview was limited to healthcare professionals, and the patient’s perspective is missing. Originality/value This paper contributes to the growing need for patient recovery flexibility as a strategy in the public healthcare delivery system. It offers new insights to address the gap in the literature regarding the linkage of patient recovery flexibility and service experience. The study provides an integrative framework of dimensions of patient recovery flexibility, strategies, contextual influences and the impact on the service experience. The framework and propositions presented in the study will guide future research that is needed in this area. This study provides an overview to shape and redesign the after-service support from a flexibility perspective in public healthcare for the improved service experience.

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

Cited by 9 publications

References 36 publications

Convergence of management practices in India’s IT sector with ana priorivalidation

Convergence of management practices in India’s IT sector with ana priorivalidation

Progressive human resource management and firm performance

The impact of patient recovery flexibility on service experience in public healthcare

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