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Book part
Publication date: 8 July 2008

Mary Mathew and Harish C. Jain

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational…

Abstract

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational corporations (MNCs) have been few and far between. In this paper we study the Indian IT sector using both qualitative and quantitative approaches. For the quantitative research design, we used structured measurement tools developed by the Global HRM Project. Data were collected from 36 IT MNCs of Indian and foreign origin (U.S. and European) located in Bangalore and Hyderabad in India. We tested four hypotheses that were verified using the Mann–Whitney test of mean rank. We assessed the flow of HRM practices and the differences in HR practices between Indian and foreign MNCs. For the qualitative design we used an unstructured approach to gather secondary data sources and used anecdotal data gathered over a decade through our interactions with the Indian IT industry. We used the narrative style to show past and current Indian business culture, level of technology, and implications for foreign direct investment in the Indian IT sector. We state two qualitative hypotheses for this part of the research study. We find the current business culture and level of technology of Indian IT MNCs moderately similar to those of foreign MNCs, and more so U.S. MNCs. We find no differences between Indian and foreign MNCs in HRM practices. We assume that the unexpected similarity in international human resource management (IHRM) practices is probably due to: (1) the nature of information technology, (2) closing levels of R&D between Indian and foreign MNCs, and (3) similar business cultures of Indian and foreign MNCs. IT-intensive global organizations are likely get a step closer to global IHRM standardization.

Details

The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits
Type: Book
ISBN: 978-0-7623-1401-0

Abstract

Details

Strategic Leadership Models and Theories: Indian Perspectives
Type: Book
ISBN: 978-1-78756-259-2

Abstract

Details

Team Work Quality
Type: Book
ISBN: 978-1-80117-263-9

Book part
Publication date: 10 February 2023

Meet Bhatt and Priyanka Shah

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and…

Abstract

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and development, succession planning, retention of employees, and automation of administrative tasks. When AI is integrated with HR practices, it helps HR personnel to focus more on the strategic aspects of the HR function and relieve them from routine HR activities.

Purpose: The readiness of employees to accept any change depends on organisational facilitation to change, employee willingness to accept the change, the requirement for change, situational factors, etc. This research studies the factors influencing employees’ change readiness towards acceptance of AI in HR practices. The researchers also strive to develop a conceptual technology adoption model for AI in HR practices by studying the earlier models. Finally, the research explores the acceptance of AI by various service sector employees and identifies whether there is any difference in their acceptance of AI based on demographic variables.

Methodology: A conceptual framework was derived using a combination of previous models, including the Technology Readiness Index (TRI), Change Readiness Scale, Technology Acceptance Model (TAM), Technology, Organization, and Environment (TOE) model, and change readiness scale. A structured questionnaire was designed and distributed to 228 respondents from the service sector based on the conceptual framework. An exploratory factor analysis (EFA) was used to determine the elements that influence employees’ level of change readiness.

Findings: The exploratory results on data collected from 228 respondents show that the model can be used for further research if a confirmatory factor analysis and validity and reliability test are performed. Employees are aware of AI and how it is used in HR practices, based on the study results. Moreover, while most respondents favour using AI in their company’s HR practices, they are wary of some aspects of AI.

Details

The Adoption and Effect of Artificial Intelligence on Human Resources Management, Part B
Type: Book
ISBN: 978-1-80455-662-7

Keywords

Book part
Publication date: 30 September 2021

Kunal Kamal Kumar, Sushanta Kumar Mishra and Pawan Budhwar

The “war for talent” is not limited to developed economies but has become a common feature in emerging economies such as India. From the sociocultural perspective, India…

Abstract

The “war for talent” is not limited to developed economies but has become a common feature in emerging economies such as India. From the sociocultural perspective, India represents one of the oldest cultural heritages with distinct cultural values. The cultural difference may contribute to explain organizational practices toward talent retention. In the present chapter, the authors focus on the institutional, legal, and cultural context and highlight their uniqueness with respect to the Indian context. Within the institutional context, the authors found that prior to liberalization (which happened in 1990s), the Indian business scene was dominated by public firms or a small enclave of private firms. For both types of organization, turnover hardly mattered, and turnover was indeed negligible. Employees saw firms as “employers for life”: in such a context, voluntary turnover was extremely rare. Further, in the early legal context, it was hard for any private firm to “fire” an employee. Therefore, involuntary turnover was close to nil as well. Things began to change post-liberalization when the Indian scene was dominated by an influx of private players. The Indian mind too accepted turnover to be a part of the corporate life. In the present chapter, the authors provide a snapshot of what, why, and how of employee turnover in the Indian context. The authors specifically focus on what motivates employees to remain with the organization or why do they leave the organization. The authors close the chapter with insights relevant to both academicians and practitioners.

Details

Global Talent Retention: Understanding Employee Turnover Around the World
Type: Book
ISBN: 978-1-83909-293-0

Keywords

Book part
Publication date: 10 April 2019

Richa Saxena and Vibhav Singh

The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.

Abstract

Purpose

The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.

Methodology

The methodology used is primarily the literature review of the concepts and their evolution in Indian context and the use of secondary sources to extract praxis information.

Findings

It emerged from the exploration on diversity practices at the societal as well as organizational level in India that the country demonstrates intent to mainstream the people from different wakes, but with the changing context the format of the practices has changed.

Research Limitations

The basic premise of the chapter needs to be explored further through primary data from practice.

Originality

This chapter is novel in a way that it integrates the diversity scholarship of four different streams viz. caste, gender, disability, and generation. Most of the existing research focuses only on a thin slice/one key dimension of diversity.

Details

Diversity within Diversity Management
Type: Book
ISBN: 978-1-78754-821-3

Keywords

Book part
Publication date: 10 March 2010

Christopher Wetzel

This paper assesses how a social movement organization strategically framed its actions to simultaneously gain the support of multiple, diverse constituencies. The challenges…

Abstract

This paper assesses how a social movement organization strategically framed its actions to simultaneously gain the support of multiple, diverse constituencies. The challenges associated with creating meaning and mobilizing potential partisans during the Indians of All Tribes (IAT) occupation of Alcatraz Island from November 1969 to June 1971 are examined through a qualitative analysis of movement-created texts. The IAT used a trio of distinct approaches to communicate with and gain the support of Native Americans and whites. Through inflection the IAT explained why they seized the island, emphasizing themes such as decolonization, democracy, and the importance of taking action. Through direction the IAT encouraged whites to write letters, sign petitions, and make donations while calling for a deeper engagement by Native Americans in the land seizure. Through deflection the IAT recounted normative stories to discourage whites and “wannabes” who failed to heed the organization's other directions about how best to participate in the takeover. These three framing processes build upon and extend social movement framing theory by complicating conceptualizations of allies and underscoring how movements seek distinct types of support from different adherents.

Details

Research in Social Movements, Conflicts and Change
Type: Book
ISBN: 978-0-85724-036-1

Book part
Publication date: 14 May 2018

D. Kirk Davidson, Kanji Tanimoto, Laura Gyung Jun, Shallini Taneja, Pawan K. Taneja and Juelin Yin

The origins of corporate social responsibility (CSR) have been widely attributed to the work of scholars, and business managers as well, in North America and Western Europe…

Abstract

The origins of corporate social responsibility (CSR) have been widely attributed to the work of scholars, and business managers as well, in North America and Western Europe. Inevitably, however, as the economic interaction of individual firms and entire nations has grown over the past several decades — call it globalization — so too has the concept and the practice of CSR spread throughout the world. It is certainly time to explore how CSR is being incorporated into the practice of business management in other regions and other countries. Therefore, in this chapter we will focus on Asia: specifically on Japan, South Korea, India, and China. It is interesting for academicians to understand how CSR is being absorbed and adapted into the business cultures of these four countries. Perhaps of even greater importance, it is vital that business managers know what to expect about the interaction between business and society as well as the government as their commercial activities grow in this burgeoning part of the world.

For each of these four countries, we will provide an overview of the extent to which CSR has become a part of the academic community and also how it is being practiced and incorporated in everyday management affairs. We will see that there are very significant differences among these countries which lead to the natural question: why? To answer this question, we will use an eight-part analytical framework developed specifically for this purpose. We will look at the history, the dominant religious beliefs, the relevant social customs, the geography, the political structures, the level of economic development, civil society institutions, and the “safety net” of each country. As a result of this analysis, we believe, academicians can learn how CSR is absorbed and spread into commercial affairs, and managers can profit from learning more about what to expect when doing business in this increasingly important region.

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