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Human Resource Management and Public Sector Management.

The target audiences for the case study are BSc, MSc and MBA students and management trainees and executives who are interested in learning the human resource (HR) practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of their employees and their employee’s family which, in turn, motivates them to contribute more efficiently and effectively for the organisation. Even senior management teams could be targeted in executive education programmes as this case discusses time-tested HR practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers.

India has and is undergoing sweeping economic changes lately. There are several organisations that have supported this positive change. Of these, one such organisation, which shouldered the infrastructural burden of the transportation sector in India’s growth story, was the 160-year-old Indian Railways (IR), the world’s largest commercial employer. IR’s profit over the past few years was a far cry from its loss-making days, which tempted the government of India to consider privatisation in 2001. The transformational turnaround would not have been possible but for IR’s employees. After celebrating IR’s 160th anniversary in 2013, the case organisation wished to revisit its HR practices to understand its recent economic transformations and to strategise how they can improve and sustain maximum efficiency in future. The objective of this case study is to understand the “people side” of IR by explaining its current HR practices and to investigate and identify changes over the years so that changes then can be implemented in the context of HR practices for the future. Hence, the case attempts to explain the role of HR management in IR’s turnaround strategies. Resistance exhibited by IR staff towards its recent initiative of enterprise resource planning (ERP) implementation across India due to fear of job losses and insecurity is also discussed in the case. Teaching note for this case study explains existing people management frameworks published in the research literature to class participants by applying it to the case company. In addition, the teaching note also discusses how chief personnel officers (CPOs) of IR can pursue the change initiatives among the employees with least resistance. Changes/initiatives that can be imbibed by the CPOs in the existing HR practices to overcome the resistance exerted by the employees and to improve the existing system are also discussed.

This case study’s primary objective is to provide a comprehensive understanding of the HR practices being followed in IR, the world’s largest commercial employer. The case also attempts to assess the ERP system initiative by IR and analyse how it can be imbibed into the existing IR’s HR system. In short, the case study attempts to answer the following assignment questions which form the learning objectives of this case study: What are the HR practices that are being followed in the world’s largest commercial employer? How are the HR practices followed helpful in the retention of employees? How can IR pursue the change initiatives, especially ERP implementation, among the employees without any resistance? What are the changes/initiatives that can be imbibed in the HR practices to improve the existing system?

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 6: Human Resource Management.

Railways are a well-known example of complex critical infrastructure, incorporating socio-technical systems with humans such as drivers, signallers, maintainers and passengers at the core. The technological evolution including interconnectedness and new ways of interaction lead to new security and safety risks that can be realised, both in terms of human error, and malicious and non-malicious behaviour. This study aims to identify the human factors (HF) and cyber-security risks relating to the role of signallers on the railways and explores strategies for the improvement of “Digital Resilience” – for the concept of a resilient railway.

Overall, 26 interviews were conducted with 21 participants from industry and academia.

The results showed that due to increased automation, both cyber-related threats and human error can impact signallers’ day-to-day operations – directly or indirectly (e.g. workload and safety-critical communications) – which could disrupt the railway services and potentially lead to safety-related catastrophic consequences. This study identifies cyber-related problems, including external threats; engineers not considering the human element in designs when specifying security controls; lack of security awareness among the rail industry; training gaps; organisational issues; and many unknown “unknowns”.

The authors discuss socio-technical principles through a hexagonal socio-technical framework and training needs analysis to mitigate against cyber-security issues and identify the predictive training needs of the signallers. This is supported by a systematic approach which considers both, safety and security factors, rather than waiting to learn from a cyber-attack retrospectively.

In recent years, railway systems worldwide have faced challenges such as the modernization of engineering projects, efficient management of intelligent digital railway equipment, rapid growth in passenger and freight transport demands, customized transport services and ubiquitous transport safety. The transformation toward intelligent digital transformation in railways has emerged as an effective response to the formidable challenges confronting the railway industry, thereby becoming an inevitable global trend in railway development.

This paper, therefore, conducts a comprehensive analysis of the current state of global railway intelligent digital transformation, focusing on the characteristics and applications of intelligent digital transformation technology. It summarizes and analyzes relevant technologies and applicable scenarios in the realm of railway intelligent digital transformation, theoretically elucidating the development process of global railway intelligent digital transformation and, in practice, providing guidance and empirical examples for railway intelligence and digital transformation.

Digital and intelligent technologies follow a wave-like pattern of continuous iterative evolution, progressing from the early stages, to a period of increasing attention and popularity, then to a phase of declining interest, followed by a resurgence and ultimately reaching a mature stage.

The results offer reference and guidance to fully leverage the opportunities presented by the latest wave of the digitalization revolution, accelerate the overall upgrade of the railway industry and promote global collaborative development in railway intelligent digital transformation.

The intelligent Central Traffic Control (CTC) system plays a vital role in establishing an intelligent high-speed railway (HSR) system. As the core of HSR transportation command, the intelligent CTC system is a new HSR dispatching command system that integrates the widely used CTC in China with the practical service requirements of intelligent dispatching. This paper aims to propose key technologies and applications for intelligent dispatching command in HSR in China.

This paper first briefly introduces the functions and configuration of the intelligent CTC system. Some new servers, terminals and interfaces are introduced, which are plan adjustment server/terminal, interface for automatic train operation (ATO), interface for Dynamic Monitoring System of Train Control Equipment (DMS), interface for Power Supervisory Control and Data Acquisition (PSCADA), interface for Disaster Monitoring, etc.

The key technologies applied in the intelligent CTC system include automatic adjustment of train operation plans, safety control of train routes and commands, traffic information data platform, integrated simulation of traffic dispatching and ATO function. These technologies have been applied in the Beijing-Zhangjiakou HSR, which commenced operations at the end of 2019. Implementing these key intelligent functions has improved the train dispatching command capacity, ensured the safe operation of intelligent HSR, reduced the labor intensity of dispatching operators and enhanced the intelligence level of China's dispatching system.

This paper provides further challenges and research directions for the intelligent dispatching command of HSR. To achieve the objectives, new measures need to be conducted, including the development of advanced technologies for intelligent dispatching command, coping with new requirements with the development of China's railway signaling system, the integration of traffic dispatching and train control and the application of AI and data-driven modeling and methods.

The purpose of this paper is to present a punctuality improvement method system and to show how it was developed for application in the railway industry.

The method is based on principles from quality management theory and developed through four cases: delayed departures from a freight‐terminal; delays caused by wheel damages at freight‐train cars; delays at a single track railway line; and delays created at a railway junction.

The result is a method called PIMS: Punctuality Improvement Method System. PIMS does especially focus on the coupling of results from quantitative analyses with experience‐based knowledge. It also focuses on the interaction between the improvement project and the base organizations.

The research and development work was performed by researchers from academia in cooperation with practitioners from the railway industry.

Punctuality is claimed to be one of the most important quality factors in railway operations and improvement of punctuality is therefore an objective in most railway companies. Punctuality depends on how all actors involved in railway operations perform, and cooperation and communication within and between railway organizations is therefore essential to achieve improvements.

In Norway, there was a lack of an established method describing how to organize and accomplish punctuality improvement work. Thus, the authors initiated a project to develop a coherent method to solve identified punctuality challenges. Through the cases, the method has proven its capability to generate feasible improvement measures and measurable punctuality improvements have been achieved.

Are business outcomes due primarily to entrepreneurial and managerial ability or are they mainly the result of business content? The purpose of this study is to explore this question by comparing the railroads of Victoria and Queensland (Australia) and the South-West and Northern Plains of America between 1881 and 1900. Given the commonalities of the four railway systems in terms of their economic orientation towards rural custom, and their marked difference in terms of ownership, one would expect similarities in their financial circumstances if outcomes were primarily determined by fluctuations in global commodity markets. Conversely, marked differences would be expected if outcomes primarily resulted from managerial initiative.

Conceptually, this study is informed by the idea that social and economic outcomes are shaped by long historical movements, with meaningful structural change occurring rarely but to great effect. In exploring this concept through a comparison of the railways of Australia and the American West, the study draws on two forms of archival evidence. One source of evidence relates to railroad management, operations and finances. Figures cited come primarily from Australian railway commissioners’ reports and Poor’s Manual of the Railroads of the USA. The other source of evidence relates to agricultural statistics. These are drawn from official reports.

This study argues that effective strategic decision-making can only occur if we understand the structural changes that alter our world. In the late nineteenth century, the Australian and American railroads servicing newly settled rural regions were financial failures because management failed to appreciate the structural changes that the revolution in steam-powered transport had initiated; a revolution which resulted in commodity prices – and hence, the railway rates for farm produce – being determined by global demand and supply balances rather than by local factors. As a result, they continued a policy of expansion that was no longer financially justified.

This study seeks to contribute to a fundamental debate in historical studies and management about the drivers of social and economic change. Increasingly, there is acceptance of the view that historical circumstances are inherently unstable and what counts is the particular change cascading through a myriad of “events”. This study points in a contrary direction, suggesting that business outcomes are primarily determined by deep structural shifts that can be understood and steered but seldom opposed.

This study aims to analyze the development direction of train speed, density and weight in China.

The development of China's railway in the past 40 years can be divided into 3 stages. At the stage of potential tapping and capacity expansion, it is important to improve the train weight and density by upgrading the existing lines, and improving transportation capacity rapidly. At the stage of railway speed increase, the first priority is to increase train speed, reduce the travel time of passenger train, and synchronously take into account the increase of train density and weight. At the stage of developing high-speed railway, train speed, density and weight are co-developing on demand.

The train speed of high-speed railway will be 400 km h⁻¹, the interval time of train tracking will be 3 min, and the traffic density will be more than 190 pairs per day. The running speed of high-speed freight EMU will reach 200 km h⁻¹ and above. The maximum speed of passenger train on mixed passenger and freight railway can reach 200 km h⁻¹. The minimum interval time of train tracking can be compressed to 5 min. The freight train weight of 850 m series arrival-departure track railway can be increased to 4,500–5,000 t and that of 1,050 m series to 5,500–6,400 t. EMU trains should gradually replace ordinary passenger trains to improve the quality of railway passenger service. Small formation trains will operate more in intercity railway, suburban railway and short-distance passenger transportation.

The research can provide new connotations and requirements of railway train speed, density and weight in the new railway stage.

The paper aims to carry out a performance benchmarking study of the zones of Indian Railways (IR) to develop an alternate approach for measurement of aggregate operational performance of the railway zones and to envisage its operations in a supply chain perspective, so as to gain academic and practical insights.

A case study research employing data envelopment analysis (DEA) methodology has been used, with the help of data obtained from the IR annual statistical statements published by the Ministry of Railways, Government of India.

Within the set of inputs and outputs considered, the exercise identified the best performing railway zones over the years and the efficiency trends. Some weaknesses of the conventional DEA were addressed by including the concept of cross‐efficiencies along with self‐efficiencies, by analyzing longitudinal data spread over four years and also by comparing the efficiencies with the operating ratios. To an extent, this study has also helped to understand the impact of the recent restructuring of the zones on their performance.

The study enables the reader to gain some valuable insights from a managerial perspective for IR so as to formulate strategies of its zones to foster better performance.

For railway infrastructure, benchmarking is an effective tool that can support the management in their pursuit of continuous improvement by the use of maintenance performance indicators (MPIs). Hence, there is a need to study the MPIs and link them with benchmarking. The purpose of this paper is to present case studies dealing with the application of benchmarking and maintenance performance indicators for the railway infrastructure.

Case studies were conducted at Banverket (the Swedish Rail Administration) and at Jernbaneverket (the Norwegian National Rail Administration), which is responsible for the Norwegian part of the Iron Ore Line between Kiruna in Sweden and Narvik in Norway. The results from the two case studies are compared and analyzed. The benchmarking data for the railway infrastructure are retrieved, classified and analyzed for best practice improvement.

MPIs can successfully use benchmarking as a tool for improvement by learning from within or from other organizations for continuous improvement, which is a rather new phenomenon in the railway industry.

Each railway infrastructure is unique due to its geographical locations and constraints, besides the organization, management and other resources. These factors need to be considered while benchmarking the railway infrastructures.

The results obtained in these case studies can be used by the railway infrastructure managers for continuous improvements. Moreover, other relevant MPIs required by the railway infrastructure managers can be benchmarked in a similar manner.

The paper presents a structured method for continuous improvement of railway infrastructure by using MPIs for benchmarking.