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Article
Publication date: 17 June 2009

Pawan S. Budhwar, Arup Varma and Anastasia A. Katou

Mergers and acquisitions (M&) are increasingly becoming a strategy of choice for companies attempting to achieve and sustain competitive advantage. However, not all M&As are a…

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Abstract

Mergers and acquisitions (M&) are increasingly becoming a strategy of choice for companies attempting to achieve and sustain competitive advantage. However, not all M&As are a success. In this paper, we examine the three main reasons highlighted in the literature as major causes of M&A failure (clashing corporate cultures, absence of clear communication, and employee involvement) in three Indian pharmaceutical companies, and we analyze the role played by the HR function in addressing them. Also, we discuss the importance of gaining the commitment and focus of the workforce during the acquisition process through employee involvement.

Details

Multinational Business Review, vol. 17 no. 2
Type: Research Article
ISSN: 1525-383X

Keywords

Content available
Article
Publication date: 30 December 2021

Vijay Pereira, Glenn Muschert, Arup Varma, Pawan Budhwar, Michael Babula and Gillie Gabay

Abstract

Details

Journal of Intellectual Capital, vol. 23 no. 1
Type: Research Article
ISSN: 1469-1930

Article
Publication date: 9 October 2007

Ingmar Björkman and Pawan Budhwar

The purpose of the paper is to examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and also to analyze the linkage between HRM…

5341

Abstract

Purpose

The purpose of the paper is to examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and also to analyze the linkage between HRM practices and organizational performance.

Design/methodology/approach

The paper utilizes a mixture of both quantitative and qualitative techniques via personal interviews in 76 subsidiaries.

Findings

The results show that while the introduction of HRM practices from the foreign parent organization is negatively associated with performance, local adaption of HRM practices is positively related with the performance of foreign firms operating in India.

Research limitations/implications

The main limitations include data being collected by only one respondent from each firm, and the relatively small sample size.

Practical implications

The key message for practitioners is that HRM systems do improve organizational performance in the Indian subsidiaries of foreign firms, and an emphasis on the localization of HRM practices can further contribute in this regard.

Originality/value

This is perhaps the very first investigation of its kind in the Indian context.

Details

Employee Relations, vol. 29 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 12 January 2023

Mai Nguyen, Sharyn Rundle-Thiele, Ashish Malik and Pawan Budhwar

The purpose of this paper is to focus on how adopting technologies impacts employees’ job performance and well-being. One such new job demand is the use of technology-based…

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Abstract

Purpose

The purpose of this paper is to focus on how adopting technologies impacts employees’ job performance and well-being. One such new job demand is the use of technology-based knowledge sharing (TBKS), which has the potential to influence employees’ job performance and well-being. Therefore, human resource managers must provide resources that facilitate the adoption of TBKS to improve job performance while minimising mental health effects.

Design/methodology/approach

Guided by social capital theory, social exchange theory and the job demands-resources model, the authors analyse survey data from 281 Vietnamese employees.

Findings

The results of this paper show that TBKS influences employee mental health and directly and indirectly affects job performance. The authors examine the moderating effects of training, transformational leadership and organisational resources on the relationship between the new job demands of TBKS on job performance and mental health outcomes.

Practical implications

TBKS platform developers should offer user-friendly interface functions and extend critical features. HRM should communicate more with employees, care about their well-being and consider their goals and values. HRM needs to provide training to help employees adapt to organisational changes. Leadership also needs to make employees perceive that organisational success is closely related to the success of TBKS.

Originality/value

This paper draws upon the three fundamental tenets of three theories as a triangular base to examine the relationship between TBKS and its outcomes. This paper contributes to the knowledge management literature by delivering a comprehensive understanding and demonstrating how the inclusion of technology in knowledge sharing and human resource practices can impact employee performance and well-being.

Details

Journal of Knowledge Management, vol. 27 no. 8
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 20 October 2022

Vishal Gupta, Shweta Mittal, P. Vigneswara Ilavarasan and Pawan Budhwar

Building on the arguments of expectancy theory and social exchange theory, the present study provides insights into the process by which pay-for-performance (PFP) impacts employee…

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Abstract

Purpose

Building on the arguments of expectancy theory and social exchange theory, the present study provides insights into the process by which pay-for-performance (PFP) impacts employee job performance.

Design/methodology/approach

Based on a sample size of 226 employees working in a technology company in India, the study examines the relationships between PFP, procedural justice, organizational citizenship behavior (OCB) and employee job performance. Data on perceptions of PFP and procedural justice were collected from the employees, data on OCB were collected from the supervisors and the data on employee job performance were collected from organizational appraisal records.

Findings

The study found support for the positive relationship between PFP and job performance and for the sequential mediation of the relationship between PFP and job performance via procedural justice and OCB. Further, procedural justice was found to mediate the relationship between PFP and OCB.

Research limitations/implications

The study was cross-sectional, so inferences about causality are limited.

Practical implications

The study tests the relationship between PFP and employee job performance in the Indian work context. The study shows that the existence of PFP is positively related to procedural justice which, in turn, is positively related to OCB. The study found support for the sequential mediation of PFP-job performance relationship via procedural justice and OCB.

Originality/value

The study provides an insight into the underlying process through which PFP is related to employee job performance. To the best of our knowledge, such a study is the first of its kind undertaken in an organizational context.

Details

Personnel Review, vol. 53 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 12 December 2016

Arup Varma, Pawan Budhwar, Anastasia Katou and Jossy Matthew

The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in…

Abstract

Purpose

The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in determining the degree to which Chinese HCNs would be willing to offer role information and social support to expatriates from India and the USA.

Design/methodology/approach

The authors conducted a between-subjects simulation (n=402) with front-line, junior-level professionals in four global organizations operating in China, measuring their interpersonal affect toward a hypothetical expatriate colleague, and their willingness to offer role information and social support to the expatriate.

Findings

Results indicated the interpersonal affect felt by Chinese HCNs mediates the relationship between the collectivism levels of Chinese HCNs, and their willingness to offer role information and social support to expatriates.

Research limitations/implications

It should be acknowledged that the authors used hypothetical “paper-people” to test the hypotheses. Future studies should investigate the impact of collectivism and interpersonal affect on HCN willingness to offer role information and social support by examining HCNs’ attitudes toward real-life expatriate colleagues.

Originality/value

While empirical studies examining HCN willingness to offer role information and social support have begun to emerge in the expatriate literature, only a couple of studies have included interpersonal affect as a key determinant. Given that interpersonal affect is a key determinant of individuals’ reactions to others, but also a complex construct, the findings confirm the need for organizations to examine how this impacts performance and co-worker interactions in the workplace.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 4 no. 4
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 21 September 2010

Anastasia A. Katou, Pawan S. Budhwar, Habte Woldu and Abdul Basit Al‐Hamadi

The paper seeks to investigate the association between ethical beliefs, aspects of national culture and national institutions, and preferences for specific human resource…

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Abstract

Purpose

The paper seeks to investigate the association between ethical beliefs, aspects of national culture and national institutions, and preferences for specific human resource management practices in the Sultanate of Oman.

Design/methodology/approach

A total of 712 individuals working in six organisations (both private and public sectors) responded to a self‐administered questionnaire in the Sultanate of Oman. To test the raised research questions of the proposed framework, the methodology of structural equation models was used.

Findings

The results highlight significant differences in the belief systems on the basis of different demographic characteristics. The findings also confirm impact of ethical beliefs, and aspects of national culture and national institutions on preferences for human resource management (HRM) practices.

Research limitations/implications

Although the goodness‐of‐fit indexes confirmed the validity of the proposed operational model, some indices were attained at rather flexible levels.

Practical implications

Studies on managerial beliefs and values can offer important insights into the extent that work is viewed as an integral life activity. Such information can help differentiate among managerial styles in various cultures, and in predicting managerial behaviour such as ethical decision‐making. Based on such understanding, the findings can be used to educate government officials and outside consultants interested in Oman.

Originality/value

The study contributes to the accumulation of knowledge about under‐researched developing countries such as Oman, as limited data are available on HRM, value orientations and ethical beliefs' issues in this region.

Details

Personnel Review, vol. 39 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 August 2017

Umesh Bamel, Pawan Budhwar, Peter Stokes and Happy Paul

While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains…

Abstract

Purpose

While a range of studies have been undertaken on role efficacy (RE) and managerial effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. The purpose of this paper is to advance the understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the parallel underlying dynamic and influence of social cognitive frameworks and adaptive self-regulation mechanisms.

Design/methodology/approach

The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modeling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses.

Findings

The results of the study identify that RE dimensions, i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. These findings advance the understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME.

Practical implications

The empirical results of this study suggest that RE-related components may be used as means to boost employee effectiveness.

Originality/value

The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy, i.e. RE and ME.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 12 February 2018

Vijay Edward Pereira, Rita Fontinha, Pawan Budhwar and Bimal Arora

High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated…

Abstract

Purpose

High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. The purpose of this paper is to work towards filling this void, by empirically evaluating HPWP within an Indian public sector undertaking (PSU), also the world’s largest commercial public sector employer: the Indian Railways (IR).

Design/methodology/approach

The authors investigate whether the practices implemented in this organisation are consistent with the idea of HPWPs, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. The authors focused on six railway zones and interviewed a total of 62 HR practitioners.

Findings

The results show that most practices implemented are aligned with the idea of HPWPs, despite the existence of context-specific unique practices. Furthermore, the authors identify the influence of multiple stakeholders in decision making concerning different practices. The authors additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated.

Originality/value

Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the IR.

Details

Journal of Organizational Change Management, vol. 31 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 9 October 2007

S. Raghu Raman, Pawan Budhwar and G. Balasubramanian

The business process outsourcing (BPO) industry in India is evolving rapidly, and one of the key characteristics of this industry is the emergence of high‐end services offered by…

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Abstract

Purpose

The business process outsourcing (BPO) industry in India is evolving rapidly, and one of the key characteristics of this industry is the emergence of high‐end services offered by knowledge processing outsourcing (KPO) organizations. These organizations are set to grow at a tremendous pace. Given the people‐intensive nature of this industry, efficient employee management is bound to play a critical role. The literature lacks studies offering insights into the HR challenges involved and the ways in which they are addressed by KPOs. The purpose of this paper is to attempt to fill this gap by presenting findings from an in‐depth case study of a KPO organization.

Design/methodology/approach

To achieve the research objective we adopted an in‐depth case study approach. The research setting was that of a KPO organization in India, which specialises in offering complex analytics, accounting and support services to the real estate and financial services industries.

Findings

The results of this study highlight the differences in the nature of work characteristics in such organizations as compared to call centres. The study also highlights some of the key people management challenges that these organizations face like attracting and retaining talent. The case company adopts formal, structured, transparent and innovative human resource practices. The study also highlights that such enlightened human resource practices stand on the foundations laid by an open work environment and facilitative leadership.

Research limitations/implications

One of the key limitations is that the analysis is based on primary data from a single case study and only 18 interviews. The analysis contributes to the fields of KPO, HRM and India and has key messages for policy makers.

Originality/value

The literature on outsourcing has in general focused on call centres established in the developed world. However, the booming BPO industry in India is also beginning to offer high‐end services, which are far above the typical call centres. These KPOs and their people management challenges are relatively unexplored territories in the literature. By conducting this study in an emerging market (India) and focusing on people‐related challenges in KPOs, this study attempts to provide a fresh perspective to the extant BPO literature.

Details

Employee Relations, vol. 29 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of 107