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.