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A review on the HR culture: India, US, Europe
Journal of Applied and Advanced Research
The era of globalization of world economy has lead to the high complication, disturbance and competition in the market place. Human resource has become the indispensable part for the success of business. The competitive advantages of the organizations which need to be built sharpened and leveraged are the people. Agility, responsiveness, innovation or transcendence, efficiency and execution is the fundamental need of organizations for sustainable competitive advantage. It is here that organizations can be developed to their fullest capacity with the help of human resource. The work environment in which employees feel motivated and most satisfied when their needs and values are in consistency with those in their workplace is basically defined as the culture of that place. It is like a lifeguard on duty.
HUMAN RESOURCE MANAGEMENT PRACTICES WITH REFERENCE TO INDIAN ORGANIZATIONS
International Research Journal of Human Resources and Social Sciences, 2016
The transformation of industrial society, globalization of business, and the modernization of methods and techniques which have emerged in a big way brought with it the need for managing a new array of people necessitating the human resource management approach. HRM has attained wider dimensions and immense importance in recent years. It represents a deviation A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal-Included in the International Serial Directories.
2017
There is a substantial change between the views and remedies in favour of the "investment in man". Human resources function is well established and completely known, its status is increasing, but nothing makes it possible to think that the most outdated constrictions and priorities were disorganized: the market control, finance necessities and temporary viability, observation of competitors, the opportunity of recruiting a well-educated labor under beneficial conditions: many factors request to found the idea of "approach of human resources". The relationship between apparent adequacy of Human Resource Management practices, person-organization fitness, and person-job fitness has not been observed before. It is a need that the strategic method to human resources issues to be spoken in modern organizations. Changing internal and external environmental circumstances and new problems emerging and compound understanding of management-organization is the most important source of competitive benefit must not forget to give strategic significance to man. In every part of the world as a result of globalization, processes, growth, downscaling, mergers, rearrangement and corporate accountability as the lives in the process, introduced concepts such as vigorous and working each day to try a new practice in the management of human resources in organizations, HRM is becoming a huge important matter and priority. Therefore, human resource management issues to be spoken at the uppermost level in the organization and strategic management decisions are required. As technology represents new results to the organizations, HRM departments started using front-line technology solutions in the market. Purchasing of finest tool in the market seems the best solution. Now a days HRM works has usually focused on the concepts of organizational effectiveness, job satisfaction, and job commitment. The fitness between persons and jobs & persons and organizations and is a ignored area. However, when one studies the envisioned goals of HRM practices, a sense of fitness may be advised as an expected target. Thus, it appears worth studying whether the optimistic views of employees about HRM practices makes a change in terms of their fitness with the organization and the jobs that they accept. 2. HUMAN RESOURCE MANAGEMENT (HRM): Though it was normally accepted that HRM practices had legally started with industrial revolution, the fact is that the backgrounds of HRM from the past. Employees who shared the responsibilities that have to be done in contemporary organizations, humans in early societies also, shared work among themselves. So it can be said that splitting up of labour has been practiced since ancient times. Tasks were assigned as per the skills such as the ability to find plants or food, tap animals and roast but the major input to the growth of the HRM systems is delivered by industrial revolution. The relations of human resource management and human resources have basically substituted instead of personnel management (PM) in the courses of managing people at workplace. Although human resource management is defined as a strategic and intelligible method for the organization's most esteemed assets behind on the workers, there is no explanation of it. Personnel department is typically related to bring about the paperwork around contracting and paying people. Just, organizations contemplate the HR department as performing a major role in staffing, guiding and serving to manage people so that people and the organizations can perform at extreme competence in a highly satisfying
The paper delineates the challenges faced by HRM and its role effectiveness in the present day scenario particularly in the Indian context. The challenges identified are Vision Penetration, Building Organisational Capabilities Internal Environment, Job Design and Organisational Culture, Change in Industrial Relations,Increasing Size of Workforce, Equalitarian Social System, Changing Psycho-Social System, Satisfaction of Higher Level
Industrial Relations Journal, 2010
India can best be described as a 'country of complete contrasts'. This ancient country with a population of over a billion people is on the threshold of transformational change, economically, politically, socially and culturally. On the one hand, the positive outlook for India presents a promising picture: a booming economy that has finally overcome the infamous Hindu rate of growth; thriving intellectual capital that boasts the world's second largest pool of Englishspeaking scientists and engineers; robust democratic political system; Westernoriented education, judicial and financial systems, thanks to British legacy; and world-class information technology (IT)-enabled services sector that dominates global business process offshoring of most professional services. On the other hand, the majority of the population lives in rural areas; 60 per cent is dependent on agriculture and the country is still plagued with woeful infrastructure. Hardly 10 per cent of the 500 million strong workforce is in the so-called organised sector of the economy which pays wages and salaries and is covered by federal and state laws. The 'new economy' that covers knowledge-oriented service sector and powered by IT has made a very small dent in the largely unorganised, agrarian and small-scale business sector. Considering these extreme features of the Indian economy, one can understand the difficulty in generalising the context and nature of a management discipline. This is more so in the case of human resource management (HRM) discipline, which is highly context specific with a largely intangible outcome. Most of the publications on HRM in India take the form of a chapter in books on HRM in the Asia Pacific (e.g. Saini and Budhwar, 2004) or a comparative study between HRM systems in India and another country (e.g. Budhwar and Khatri, 2001) or an account of HRM-related phenomenon in a particular sector of the Indian economy (e.g. Agrawal and Thite, 2003) or a particular HRM function (e.g. Amba-Rao et al., 2000). While sector and functional-specific empirical articles on HRM in India have made good contribution to Western understanding, there is limited contribution from books that take a macro view of HRM discourse in India. For example, Rao (1999), Ramaswamy (2000) and Varkky et al. (2001) do provide an Indian setting to their HRM discourse but by mainly recycling popular Western HRM concepts and practices; they offer 'old wine in a new bottle' and often send 'confusing signals' (Saini and Budhwar, 2004). Therefore, this book that offered an Indian perspective to HRM had the opportunity to fill a void, particularly to Western readers who are eager to broaden and sharpen their understanding of an emerging nation from the perspective of managing people.
Influence of Culture on HRM Practices with Reference to Information Technology Industry, Bangalore
IRA-International Journal of Management & Social Sciences (ISSN 2455-2267), 2018
In this globalised world IT industries have gained competitive advantage over their competitors through Human capital. To manage such human assets, we require vibrant HR practices amongst such industries. Many researchers have identified the importance of culture in developing suitable HRM practices. This empirical research is to make an attempt to study the influence of culture on HRM practices in IT industries, Bangalore. To study the influence The Model of Cultural Fit (Aycan, Sonha & Kanungo 1999) was adopted with three main variables such as Social – cultural dimensions, Employee related assumptions & HRM practices. The results indicates that cultural dimensions of paternalism and power distance has a positive influence on HRM practices such as Job Design, Supervision & Control& Performance reward Contingency.
HRD Culture in Higher Educational Institutions of India: An Empirical Study
TEST Engineering and Management, 2020
Higher Educational Institutions (HEIs) are facing challenges to attract and retain talented and competent workforce in a competitive technological, digital and industry 4.0 environments in India. HRD Culture is one of the important factors that influence the sustainable growth and success of these HEIs and a collective behavior of human resources towards the organizational norms, beliefs, values, and structure and HR practices. The present study has been undertaken to identify the important factors of HRD culture among the staff of select HEIs. Both primary and secondary data has been used in the study. The secondary data was collected through self developed questionnaire consisting of 16 items through survey method technique. The findings revealed that the four dimensions identified for the study i.e. Climate, HR practices, Commitment for Quality and Human Relations are fully measuring the HRD culture of these HEIs. The line managers chosen for population study of select HEIs are satisfied with HRD climate, HR practices, Commitment for Quality but partially satisfied with good Human Relations. The top management of these HEIs could use these work values and practices for distinctive and dynamic culture for the organizational effectiveness for optimum utilization of human resources. The study is limited to the select HEIs in India. The results of the study will add value in the field of HRD culture in the Institutions of higher Learning and enrich the knowledge of the policy makers to devise suitable strategies for improvement.
Managing the Human Resource in India: Perspectives & Challenges
2014
This chapter presents a broad overview of the current scenario of human resource management (HRM) in India, the national institutions that support the HRM framework and the challenges that the HR profession and companies in India face. To provide the required context, this section provides a brief overview of some relevant demographic details of the Indian economy and society.