TY  - JOUR
AB  - Attempts are made to probe into the gaps between
the human resource management policies as laid
down in company publications and the actual
practices, followed by companies in public and
private sector and by multinationals in India. The
human resources practices of eight firms – two
large organisations in the public sector, two
medium‐sized firms in the private sector and four
multinationals – are examined. The objective was
to delineate the similarities and differences among
the above eight firms with regard to the actual
practices followed by these companies in the
Indian environment. An in‐depth case study of
these eight firms was conducted. It was found that
in India there is no coherent unified management
study which can be called Indian management.
Inconsistencies are apparent and real
contradictions abound. There is a pressure on
managers in all organisations in India to get things
moving and to keep firms economically viable on
a sustained basis. The management techniques
and practices were selected which were likely to
be congruent with the expectations of people
being managed and were in tune with the
management styles and value orientation of key
managers.
VL  - 12
IS  - 1
SN  - 0143-7720
DO  - 10.1108/01437729110137284
UR  - https://doi.org/10.1108/01437729110137284
AU  - Jain Hem C.
PY  - 1991
Y1  - 1991/01/01
TI  - Is There a Coherent Human Resource Management System in India?
T2  - International Journal of Manpower
PB  - MCB UP Ltd
SP  - 10
EP  - 17
Y2  - 2024/04/25
ER  -