A longitudinal examination of HRM in a human resources offshoring (HRO) organization operating from India |
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| Authors: | Vijay Pereira Valerie Anderson |
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| Affiliation: | 1. John Molson School of Business, Concordia University, Montreal, Quebec, Canada H3G 1M8;2. National University of Singapore, NUS Business School, 15 Kent Ridge Drive, Singapore 119245, Singapore;1. BI Norwegian Business School, Department of Strategy and Entrepreneurship, N-0442 Oslo, Norway;2. Molde University College, Specialized University in Logistics, P.O. Box 2110, N-6402 Molde, Norway;1. Aarhus University, School of Business and Social Sciences, Department of Management, Fuglesangs Allé 4, 8210 Aarhus V, Denmark;2. University of Adelaide, Business School, 10 Pulteney Street, Adelaide, 5005, SA, Australia;1. Management and Organization, School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands;2. Jindal School of Management, University of Texas at Dallas, Richardson, TX, USA |
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| Abstract: | Human resources offshoring (HRO) forms a significant part of the Indian business process offshoring (BPO) market. This paper assesses HRM in the emergent HRO sector. Longitudinal case-study research enables an in-depth examination of the development of HRM practices in an HRO organization where offshored HR services are delivered from two different cities in India. The paper highlights the development of HR activities focused on extrinsic incentives, rewards and penalties to influence employee behaviour. These practices are mediated by indigenous traditions, the nature of the service offering; management style and an aspiration to ‘role model’ systematic HR practices. |
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