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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

Article
Publication date: 4 July 2016

S. J. Gorane and Ravi Kant

– The purpose of this paper is to investigate the current level of supply chain practices (SCPs) in Indian manufacturing organizations.

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Abstract

Purpose

The purpose of this paper is to investigate the current level of supply chain practices (SCPs) in Indian manufacturing organizations.

Design/methodology/approach

The 15 SCPs are identified based on the literature support and opinion of industry experts and academia, and data were collected from 292 organizations. Data were analyzed using the statistical package for the social science software to see the current level/penetration of SCPs in Indian manufacturing organizations.

Findings

The practices, namely, organizational culture, customer relationship, information and communication technology, benchmarking and performance measurement, lean manufacturing, agile manufacturing, supplier relationship are highly penetrated practices in Indian manufacturing organizations. The practices, namely, outsourcing, information sharing, just in time manufacturing, green supply chain management are moderately penetrated practices, while the practices, namely, reverse logistics, postponement, vendor managed inventory, radio frequency are least penetrated practices in Indian manufacturing organizations.

Research limitations/implications

Further study can be extended to see the of penetration practices applicable to service and agriculture sectors.

Practical implications

The result of this paper will enable the organizations to identify and direct their focus on the areas that requires improvement. Also, the organizations will become more aware of the SCPs that will help in boosting up their performance and competitiveness and indirectly boost the growth and contribute to India’s economic development.

Originality/value

This is the first kind of study which checked the level of selected SCPs in Indian manufacturing organizations.

Details

Benchmarking: An International Journal, vol. 23 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 30 May 2008

I.P.S. Ahuja and J.S. Khamba

The purpose of this study is to evaluate the challenges before Indian manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. The aim…

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Abstract

Purpose

The purpose of this study is to evaluate the challenges before Indian manufacturing organizations for adapting to proactive total productive maintenance (TPM) initiatives. The aim of this research is to critically examine the factors influencing the implementation of TPM practices in the Indian manufacturing industry, and to devise an overall maintenance strategy for overcoming obstacles to successful TPM implementation.

Design/methodology/approach

The study focuses on systematic identification of obstacles in TPM implementation and working out success factors towards improving manufacturing performance in Indian industry through strategic TPM initiatives.

Findings

The study highlights the strong potential of TPM implementation initiatives in affecting organizational performance improvements. The paper reveals that implementing TPM is by no means an easy task, which is heavily burdened by organizational, cultural, behavioral, technological, operational, financial, and departmental barriers.

Research limitations/implications

The study has been conducted in Indian manufacturing organizations to formulate the critical success factors and enablers for overcoming obstacles to successful TPM implementation with regard to its preparedness to face global challenges.

Practical implications

The study stresses the need for improving the synergy between the maintenance function and other organizational quality improvement initiatives in the organizations, to establish maintenance as a competitive strategy for meeting the challenges of a highly competitive environment.

Originality/value

The study highlights the difficulties faced by Indian manufacturing organizations in their attempt to implement TPM initiatives in order to improve organizational efficiency.

Details

Journal of Quality in Maintenance Engineering, vol. 14 no. 2
Type: Research Article
ISSN: 1355-2511

Keywords

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

Article
Publication date: 1 February 2016

Naga Vamsi Krishna Jasti and Rambabu Kodali

Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The…

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Abstract

Purpose

Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology.

Design/methodology/approach

The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries.

Findings

The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization.

Research limitations/implications

The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations.

Originality/value

The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.

Details

Benchmarking: An International Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 15 October 2019

Keshab Ray and Meenakshi Sharma

There is a lacuna in research work in terms of understanding how Indian IT organizations can become global brands. Benchmarking has not received much attention in marketing…

Abstract

Purpose

There is a lacuna in research work in terms of understanding how Indian IT organizations can become global brands. Benchmarking has not received much attention in marketing literature due to lack of benchmarking framework, and IT organizations are yet to make progress in benchmarking. The purpose of this paper is to examine the impact of brand strength on global branding by developing a conceptual benchmarking framework for Indian IT organizations.

Design/methodology/approach

Semi-structured in-depth interviews are conducted with thirty middle-level managers from two Indian IT organizations, two US-based global IT organizations and one UK-based leading bank, which is a customer of these IT organizations.

Findings

Results show a positive relationship between brand strength and global branding, between customer loyalty and global branding, between brand loyalty and competitive advantage and between global branding and competitive advantage. Indian IT organizations can benchmark global IT organizations to improve delivering brand promise, positioning, awareness building and authenticity toward making Indian IT organizations future ready to address the entire breadth of opportunities in the evolving world of cloud and digital.

Practical implications

This research helps managers with a brand strength-based benchmarking framework toward global branding of Indian IT organizations.

Social implications

IT is instrumental for rapid growth of Indian’s economy. India should optimally utilize its greatest wealth, its human potential, with the latent global demand in IT through building global IT brands.

Originality/value

The originality of the study lies in conducting a qualitative study on global branding of Indian IT organizations and also proposing a conceptual benchmarking framework. The study further validates the model using qualitative analysis.

Details

Benchmarking: An International Journal, vol. 27 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 4 February 2014

Harsh Sharma

The purpose of this paper is to compare the importance and performance of managerial training in India among different industrial sectors in the light of asynchronous industrial…

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Abstract

Purpose

The purpose of this paper is to compare the importance and performance of managerial training in India among different industrial sectors in the light of asynchronous industrial growth in last two decades which has unevenly touched various business organizations.

Design/methodology/approach

For the purpose of analysis organizations are divided at two levels. At the first level, they are divided between multinational and Indian origin category and at the second level between service and manufacturing category. A 2×2 full factorial design with unequal numbers is used to analyze main as well as interaction impacts. A sample size of 542 is taken which comprises training professionals, top/general managers and trainee employees.

Findings

Study concludes that Indian origin organizations fall short in terms of importance given and performance of training function compared to multinational companies. Further, it is found that service companies have an edge over manufacturing companies in terms of importance and performance of training.

Research limitations/implications

Study is mainly focussed on large organizations in India and may not be representative of small organizations. The major implication is that Indian origin organizations as well as manufacturing organizations have to devote more time and financial resources to training to compete in the era of globalization.

Practical implications

It is implied from the findings that a concerted effort by training professionals in Indian and manufacturing companies is required to improve the content as well as image of the training function to get the due attention and resources within the organization.

Originality/value

The paper presents an original perspective on situation of training function in Indian organizations and will be of importance to training professionals and other stakeholders.

Details

Journal of Management Development, vol. 33 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 9 April 2020

Shreyashi Chakraborty and Leena Chatterjee

The Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to…

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Abstract

Purpose

The Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.

Design/methodology/approach

Inspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.

Findings

Size of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.

Research implications

This study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.

Originality/value

Diversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 39 no. 6
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 29 May 2018

Bhavisha P. Sheth, Satya Ranjan Acharya and S.B. Sareen

Scientific innovation has resulted in the development of newer technologies for the betterment of humankind. Academic and research organizations are the places where these…

Abstract

Purpose

Scientific innovation has resulted in the development of newer technologies for the betterment of humankind. Academic and research organizations are the places where these technologies are actually ideated and/or invented. However, the process of technology transfer and its eventual successful commercialization covers many other facets, in addition to the scientific research alone. This study aims to draw attention towards certain policy gaps and thereby suggest plausible solutions for the improvement of technology transfer process in the Indian context.

Design/methodology/approach

Here, the authors present an extensive Web survey of technologies available for transfer/commercialization in 12 major Indian research organizations, namely, Indian Council of Agricultural Research (ICAR), Indian Council of Medical Research, Council of Scientific and Industrial Research, Defence Research and Development Organisation, Department of Atomic Energy, Department of Biotechnology, Indian Space Research Organisation, Indian Institute of Technology (IIT) Bombay, Indian Institute of Science Bangalore, IIT Delhi, IIT Kharagpur and IIT Kanpur.

Findings

A total of 2,921 technologies were found to be available with respect to the above-mentioned organizations, with the highest of these in agricultural sciences and the maximum reported by ICAR.

Research limitations/implications

Certain significant policy interventions of this study include the need of a central framework for deposition, management and dissemination of institutionally developed technologies. More attention and support is required for the technologically less developed research areas, and there is a need for the promotion of funding mechanisms for the prototype development, in addition to the already available funding schemes for other stages of technology commercialization.

Practical implications

Hence, the successful commercialization of the innovation from the Indian research labs requires the restructuring of the existing policies to eventually facilitate the economic growth of the nation.

Originality/value

This study discusses the major policy gaps of the Indian technology transfer process. For this, an extensive Web survey was carried out to enlist the various technologies available for transfer and commercialization in India from 12 major research organizations. The study presents the results and some major policy implications of the technology transfer and commercialization process in the Indian context.

Details

Journal of Science and Technology Policy Management, vol. 10 no. 1
Type: Research Article
ISSN: 2053-4620

Keywords

Article
Publication date: 26 October 2010

Atul B. Borade and Satish V. Bansod

In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries…

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Abstract

Purpose

In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries, both large and small, have started adopting VMI for their supply chains. The purpose of this paper is to investigate apparent differences among large and small industries in terms of objectives, drivers, obstacles and impacts of VMI in Indian context.

Design/methodology/approach

A survey was conducted to examine organizational objectives, strategic drivers, obstacles and affected operations pursuant to VMI adoption. By reviewing the literature, four hypotheses were formed and tested from the responses.

Findings

It is observed that both large and small industries in India have started adopting VMI for improving the business performance. Results clearly indicate that adoption factors are different in large and small industries.

Originality/value

The paper explores current practices with respect to VMI in Indian industries. The analysis would be useful for the developing VMI adoption strategies in Indian context.

Details

Journal of Manufacturing Technology Management, vol. 21 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

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