Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

HR Practices in Select Domestic and Foreign Companies in India-A Comparative Study


Affiliations
1 Canara Bank School of Management Studies, Central College Campus, Bangalore University, Bangalore, Karnataka, India
     

   Subscribe/Renew Journal


Human resource is the most precious resource for every business in comparison to other resources like money, material, and technology as it cannot be replicated. Human capital is the only asset involved in all the operations of the enterprise right from the manufacture of goods to delivery to the consumer. Enterprises have realised the significance of this resource and have started investing huge amounts of their budget to develop this resource. These investments will be rewarding only if the human resources are properly managed and effectively utilised. This paper is an attempt to further such investigations. In this paper the researcher intends to investigate the HRM practices in the following three areas: 1. Change Management-developing an adaptable workforce, 2. Innovation and Learning, and 3. Global Integration, in select Indian and foreign companies and whether the nature of firm ownership has an influence on the HRM practice. This paper is aimed at a comparative study of the HR practices in foreign owned and domestic companies in India that address the HR preparedness of these companies in facing the challenges listed above. The outcome of the study would help the organisations to learn from each other's strengths and weaknesses and develop on them.

Keywords

HRM Practices, Firm Ownership, Competitive Advantage, FDI, Country of Origin.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Alas, R., Karrelson, T., & Niglas, K. (2008). Human resource management in cultural contxet: Empirical study of 11 countries. EBS Review, 24(1), 49-63.

  • Baird, L., & Meshoulam, I. (1988) Managing two fi ts of strategic human resource management. Academy of Management Review, 13, 116-128.

  • Chandrakumara, A., & Sparrow, P. (2004). Work orientation as an element of national culture and its impact on hrm policy-practice design choices. International Journal of Manpower, 25(6), 564-589

  • Garavan, T. N., Wilson, J. P., Cross, C., & Carberry, R. (2008). Mapping the context and practice of training, development and HRD in Europeon call centers. Journal of Europeon Industrial Training, 32(8/9), 612-728.

  • Gratton, L., Hope-Hailey, V., Stiles, P., & Truss, C. (1999). Linking individual performance to business strategy: The people process model. Human Resource Management, 38(1), 17-31.

  • Jackson, S. E., Schuler, R. S., & Rivero, J. C. (1989). Organisational characteristics as predictors of personnel practices. Personnel Psychology, 42(4),727-786.

  • Kane, B., & Palmer, I. (1995). Strategic HRM or managing employment relationship? International Journal of Manpower, 16(5), 6-21.

  • Kochan, T. A., McKersie, R. B., & Capelli, P. (1984). Strategic choice and industrial relations theory. Industrial Relations, 23, 16-39.

  • Milkovich, G. T., & Boudereau, J. W. (1991). Human resource management, USA: Richard D. Irwin, Inc.

  • Narsimha, S. (2000). Organisational knowledge, human resource management and sustained competitive advantage: Towards a framework. Competitiveness Review, 10(1), 123-136.

  • Okpara, J. O., & Wynn, P. (2008). Human resource management practices in a transition economy. Management Research News, 31(1), 57-76.

  • Poole, M., & Jenkins, G. (1996). Competitiveness and human resource management policies. Journal of General Management, 22(2), 1-19.

  • Satow, T., & Wang, Z. M. (1994). Cultural and organisational factors in human resource management in China and Japan. Journal of Managerial Psychology, 9(4), 3-11.

  • Schuler, R. S. (1992). Strategic human resource management: Linking people with the needs of the business. Organisation Dynamics, 20, 19-32.

  • Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207-219.

  • Schuler, R. S., & MacMillan, I. C. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, 23(3), 241-255.

  • Tichy, N. M., Fombrun, C., & Devanna, M. A. (1982). Strategic human resource management. Sloan Management Review, 23(2), 47-61.

  • Tsui, A. S., & Milkovich, G. T. (1987). Personal department activities: Constituency perspective and preference. Personal Psychology, 40, 519-537.

  • Tiwari, P., & Saxena, K. (2009). Impact of nature of ownership of banks & demographic variables on HRM practices: An empirical study. Pakistan Management Review, 15(1).

  • Watson, S., & Green, N. D. (1996). Implementing cultural change through human resources: The elusive organisation alchemy? International Journal of Contemporary Hospitality Management, 8(2), 25-30.

  • Wong, M. M. L. (1997). Human resource policies in two Japanese retail stores in Hong Kong. International Journal of Manpower, 18(3), 281-295.

  • Wright, P. M., & Snell, S. A. (1991). Toward an integrative view of strategic human resource management. Human Resource Management Review, 1, 203-225.

  • Yeganeh, H., & Su, Z. (2008). An examination of human resource management Practices in Iranian Public Sector. Personnel Review, 37(2), 203-221.


Abstract Views: 423

PDF Views: 0




  • HR Practices in Select Domestic and Foreign Companies in India-A Comparative Study

Abstract Views: 423  |  PDF Views: 0

Authors

M. Nirmala
Canara Bank School of Management Studies, Central College Campus, Bangalore University, Bangalore, Karnataka, India
A. M. Uma Devi
Canara Bank School of Management Studies, Central College Campus, Bangalore University, Bangalore, Karnataka, India

Abstract


Human resource is the most precious resource for every business in comparison to other resources like money, material, and technology as it cannot be replicated. Human capital is the only asset involved in all the operations of the enterprise right from the manufacture of goods to delivery to the consumer. Enterprises have realised the significance of this resource and have started investing huge amounts of their budget to develop this resource. These investments will be rewarding only if the human resources are properly managed and effectively utilised. This paper is an attempt to further such investigations. In this paper the researcher intends to investigate the HRM practices in the following three areas: 1. Change Management-developing an adaptable workforce, 2. Innovation and Learning, and 3. Global Integration, in select Indian and foreign companies and whether the nature of firm ownership has an influence on the HRM practice. This paper is aimed at a comparative study of the HR practices in foreign owned and domestic companies in India that address the HR preparedness of these companies in facing the challenges listed above. The outcome of the study would help the organisations to learn from each other's strengths and weaknesses and develop on them.

Keywords


HRM Practices, Firm Ownership, Competitive Advantage, FDI, Country of Origin.

References