Mentoring dual-career expatriates: a sense-making and sense-giving social support process

The crucial role of adoption of innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature. However, few such studies have been undertaken in a liberalizing country scenario such as that of India. This article attempts to understand the adoption of innovative strategic human resource practices (SHRM) practices in the Indian context. It identifies, analyses and tries to underline the drivers of adoption of innovative strategic human resource SHRM practices in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy. Although the liberalization process started in 1991, the effect of the process took a decade for Indian organization to respond to such a structural adjustment. Drawing from SHRM literature, this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalizability, applicability, acceptability and diffusion of practices are discussed.     

Culture,industrialisation and multiple domains of employees' job satisfaction: a case for HR strategy redesign in India

This paper explores the link between cultural behavioural traits, the potential effect of industrialisation and multiple domains of job satisfaction, utilising survey data collected from public and private service sector employees in Shillong, the capital city of Meghalaya in the North East Region (NER) of India. Results from ordered probit regressions demonstrate a statistically significant impact of both, extrinsic and intrinsic moderating factors on Indian employees' job satisfaction. In view of India's widely reported collectivistic cultural traits, which are assumed to emphasise primarily the importance of extrinsic job aspects, our findings are surprising. They suggest that in the wake of India's significant economic developments the impact of intrinsic job rewards has played ‘catch-up’ with that of their extrinsic counterparts. As such, the study provides evidence in support of embracing human resource management (HRM) practices that incentivise Indian employees not only through their traditional methods aimed at extrinsic job rewards but also by explicitly addressing individual ambitions, needs and aspirations.     

黑龙江省民营经济发展存在问题及对策

改革开放以来,黑龙江省民营企业数量增长迅速,民营经济对拉动黑龙江省经济发展作用显著。但黑龙江省民营经济发展过程中仍存在着政府职能转变滞后、民营经济产业集群化规模不足、民营企业融资渠道不畅、企业管理方式落后、缺乏优秀人才等问题,本文针对这些问题提出了对策。     

Performance management effectiveness: practices or context?

Although much research has focused on the technical or measurement issues involved in employee performance management, this study investigates the mutual influence of practices and context on performance management effectiveness. From a sample of 312 private and public sector organizations with 200 or more employees, the results indicate positive associations between practices – training and employee recognition – and performance management effectiveness. They further underscore the relevance of three contextual variables – culture, climate and the strategic integration of human resource management – as they are also related to more positive performance management outcomes. Implications for research and practice are discussed.     

Bank ownership and governance quality in India: Evolution and detection of convergence clubs

Utilizing a novel panel dataset for the period from 2009 to 2018, this paper investigates how the corporate governance of Indian banks has evolved since the post-global crisis and identifies convergence clubs among banks in distinct ownership groups. It also presents optimal policy priorities for specific aspects of corporate governance. To assess the quality of bank corporate governance, we used a non-parametric “Benefit-of-the-Doubt” (BoD) approach to create a bank-wise composite index of corporate governance based on 48 governance norms. Empirical results have shown that while Indian banks have made remarkable progress in adhering to the mostly mandatory corporate governance norms in the past few years, but their current level of governance isn’t adequate to characterize it as a “socially-efficient” structure. A typical public bank generally prioritized maintaining adequate disclosure and transparency, by and large, while a private bank focuses more spotlight on audit function, followed by risk management and board quality. The results based on Phillips and Sul’s (2007, 2009) clustering and merging algorithms reveal two convergent clubs in the private banking segment and a sole club in the public sector banking segment.     

Innovative human resource management and corporate performance in the context of economic liberalization in India

The Indian economy was forced to adopt a structural adjustment programme at the beginning of 1991. The structural adjustment programme or liberalization initiated the process of the opening up of an otherwise closed economy of India. Liberalization created a hyper-competitive environment and to respond to this turbulence, Indian organizations adopted innovative changes in their HRM practices. Current research shows that HRM practices are important for enhanced corporate performance but little has been reported on the effect of HRM practices and corporate performance in the context of economic liberalization of India. This study tries to understand the role of innovative HRM practices and specifically questions how HRM practices, such as the role of HR department, recruitment, retraining and redeployment, performance appraisal and compensation, enhance corporate performance during the change process. A multiple-respondent survey of 69 Indian organizations was undertaken to study the impact of innovative HRM practices on firm performance. The survey found that the innovative recruitment and compensation practices have a positive significant relationship with firm performance. It was observed that recruitment, the role of the HR department and compensation practices seem to be significantly changing within the Indian firms in the context of India's economic liberalization. The synergy between innovative HRM practices was not significant in enhancing corporate performance during the liberalization process.     

Human resource management and performance in a developing country: the case of Eritrea

This study investigates the relationship between human resource management (HRM) practices and organizational performance. Results based on a sample of 82 organizations from private and public sectors in Eritrea indicate that some of the practices have a significant impact on employee turnover, absenteeism, grievances and productivity. While compensation was the only independent variable found to be statistically significant in affecting grievances, employee selection had no effect across all performance measures. However, the study's results offer support for the assertion that investments in HRM practices results in better organizational performance.     

The impact of supervisor–subordinate relationships on morale: implications for public and private sector nurses' commitment

This paper used leader–member exchange theory as a lens for comparing the impact of the supervisor–subordinate relationship on public and private nurses' perceptions of morale and affective commitment. Many countries that are part of the Organisation for Economic Co-operation and Development are experiencing nurse shortages, and this theoretical framework proved insightful into factors contributing to turnover. The findings suggested that private sector nurses are significantly more satisfied with their supervision, enjoy greater morale and are more committed to their organisations. However, both groups were only slightly satisfied with their supervisor–subordinate relationships, implying that present management practices are not ideal for promoting effective workplace relationships. Implications for health-care management are discussed.     

The effect of human resource management practices on the perceptions of organizational and market performance of the firm

The purpose of our study is to extend the emerging empirical literature on the firm‐level impact of human resource management practices. Results based on a national sample of organizations from private and public sectors in Israel indicate that these practices have a significant impact on both the perceived organizational and market performance of the organization. The single independent variable found to be statistically significant in affecting perceived organizational performance was training practices. In the case of perceived market performance, we found that, in addition to training practices, employee selection practices also significantly affected the perceived market performance.¹ © 1999 John Wiley & Sons, Inc.     

Conflict and Commensuration: Contested Market Making in India's Private Real Estate Development Sector

Newly constructed high‐rise housing and malls, soaring land prices and violent confrontations over land testify to the massive urban transformations underway in India today. Having secured an expanded role in urban development from the state, the private sector helps to shape urban restructuring; however, few scholars have studied private real estate development in India or revealed the factions that underlie an analytically unitary ‘private sector’. This article sheds light on private sector real estate industry members' efforts to develop an internationally familiar real estate market in India. Foreign investors and consultants have been collaborating with Indian real estate developers, who are now active intermediaries in the flow of capital into India. Drawing on participant observation and data from interviews, this article finds, however, that foreign financiers and Indian developers struggle to form partnerships on account of differences on issues like land valuation. The outcome of such conflicts will define the contours of Indian real estate development and its integration with international markets in the future.     

Singing the same song: translating HRM messages across management hierarchies in Australian hospitals

The management of expatriation has grown in importance as the numbers of multinational companies has grown significantly since the 1970s. However, public and non-government sector organizations have long traditions of managing expatriates. This paper presents the results of research that compared the manner in which Australian private, public and non-government sector organizations selected their expatriates. The results confirm the numerous reports in the international human resource management (IHRM) literature that, in private sector organizations, selection is carried out largely on the basis of technical competence, with minimal attention being paid to the interpersonal skills and domestic situations of potential expatriates. The limited role of HR managers in this process is also identified. The selection practices of public sector organizations reflect the merit selection policies of this sector. The non-government sector organizations' selection practices differ markedly from those of the organizations in the other two sectors, in that psychological testing is widely used and the family is treated as a unit and included in the selection process.     

Green process innovation and operational performance: The role of proactive environment strategy,technological capabilities,and organizational learning

With increase in the focus on environmental protection, firms are integrating sustainability issues in process and product innovations. Firms can contribute toward sustainability and also improve operational performance through green innovation practices. However, the adoption of green innovation practices depends on the proactivity of top managers toward environment management. In this paper, we study the relationships between proactive environment strategy, green process innovation (GPRI), and operational performance. Further, we examine the mediating effect of dynamic capabilities (DCs) (technological capabilities and organizational learning) between GPRI and operational performance. The proposed framework is tested by data collected from the Indian manufacturing industries and using partial least squares (PLS) technique. The findings demonstrate proactive environment strategy as an important antecedent for GPRI practices. Second, technological capabilities and organizational learning mediate between GPRI and operational performance. The results of the study are useful for managers in the manufacturing firms, who are interested to implement GPRI practices or who are in the early stage of implementing the GPRI practices.     

New Public Management and Citizens' Perceptions of Local Service Efficiency,Responsiveness, Equity and Effectiveness

Abstract

We examine the relationship between a range of new public management (NPM) practices and citizens' perceptions of service efficiency, responsiveness, equity and effectiveness in English local governments. We find that public–private relationships have a negative relationship with citizens' perceptions of all four dimensions of local service performance, but an entrepreneurial strategic orientation exhibits a positive association with all four. Performance management is also likely to positively influence rather than negatively influencing citizens' perceptions of local public services. Further analysis revealed that the impact of NPM practices varies according to the level of socio-economic disadvantage confronted by local governments.     

A clash of human resource management cultures: a micro-state case study

When resorting to Greek divine mythology to purchase original insights on management styles, Handy (1991) identifies Apollo and Dionysius as representative of two ideal types which can be developed and fine-tuned to highlight one relatively under-explored area of inter-cultural human resource management. This concerns the cultural interface between alien, imported management styles and local, home-grown practices in the context of small and island states. This paper argues that indigenous behaviour patterns in the unfolding of labour-management relations cannot be discounted. Indeed, these home-bred practices will both place imported 'textbook' management strategies in sharp relief as well as debilitate their purposed efficacy. Such a proposition suggests that this is one expression of how globalization will necessarily find itself textured and infected by indigenous cultural material, even that forthcoming from possibly the least expected quarter: that of micro, insular jurisdictions. Case-study material exploring and illustrating this cultural clash is drawn from seminal, empirical fieldwork carried out in the Indian Ocean island state Republic of the Seychelles.     

Insights into the Process Dynamics of Innovation Implementation

Abstract

In France, the differences between public and private organizations seem to have been reduced by the ubiquity of some management tools and approaches, and, at the same time, highlighted by the political environment, stereotypes, and negative perceptions of French public management. Given this confusion, systematic empirical studies are needed to determine the degree of convergence, if any, between management in the public and private sectors. The present study analyzed a survey of 908 managers, in order to determine whether differences in managerial practices still exist. Our results show that some differences do persist, although they are relatively small.     

Supply chain risk management in India – practical insights

This paper reviews the supply chain risk management (SCRM) literature to identify as well as to discuss and elaborate on the impact and origin of major supply chain risk factors in an Indian context. Through a combination of existing literature and a survey instrument, we identify major SCRM issues including underlying supply chain risks and thereafter identify gaps, issues and opportunities for further research. SCRM has become a popular research topic, in part owing to increased globalisation of business. Moreover competitive factors such as shorter product life cycles, technological innovations and changing government policies have brought this topic more sharply into focus. We carried out a survey among Indian supply chain professionals, based on supply chain risk constructs developed from a literature review. Statistical analysis utilised exploratory and confirmatory factor analyses to determine the major risk factors in the Indian supply chain sector. We found a range of supply chain risks prevalent in Indian supply chains, classified here as cultural, operational, infrastructure, economic, forecasting and supplier-related risks. However, for a variety of reasons and as discussed in the paper, the implications can vary considerably. Based on the findings we provide a future SCRM research agenda from an Indian perspective. As international supply chains increasingly have Indian partners and domestic firms within India seek to be globally competitive, the risks need to be better understood. This is the first detailed study on SCRM practices in an Indian context.     

US HRM principles: cross-country comparisons and two case applications in India

This paper analyses the human resource management (HRM) systems of two fairly large, complex, technical organizations in India, embedded in specific external environments. The HRM practices of the two are compared with studies of practices in India and other developing countries. Further, the practices of the two organizations are compared utilizing a US HRM model. Findings are discussed with reference to relevant studies in India and the US. A complex view emerges from the analysis: (1) A mixed HRM model with US and Indian characteristics exists. (2) Differences in the two cases involve implementation and integration of HRM activities. (3) While hierarchy and paternalism are observed, adaptiveness and innovation are also evident. (4) Managerial characteristics and values (status, power, orientation) have an influential role. (5) Highlights among organizational characteristics are growth stage and professionals; and among external factors are management groups and their member interactions.     

Management Selection In Local Government: A Survey of Practice In England and Wales

Richard Williams, who is a Lecturer in the Department of Occupational Psychology at Birkbeck College, reports on the findings of a large-scale postal questionnaire survey on management selection practices in local government in England and Wales. He compares the results with those of surveys in the private sector and discusses the similarities and differences.     

Sustainability,performance and organizational strategy: an empirical analysis of public organizations

This paper presents a first time empirical analysis of sustainable management and performance in public organizations. Prior evidence from private firms on the relationship between sustainable management and performance indicates that the benefits of adopting social responsibility practices accrue across a number of dimensions of performance. Empirical analysis of English local government suggests that sustainable management is related to sustainability performance but not to other measures of organizational performance. These conclusions raise questions about the nature of sustainable management in public agencies and the measurement of performance. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.