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Jasti, Naga Vamsi Krishna, and Rambabu Kodali. "An empirical study for implementation of lean principles in Indian manufacturing industry." Benchmarking: An International Journal 23, no. 1 (February 1, 2016): 183–207. http://dx.doi.org/10.1108/bij-11-2013-0101.
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Purpose – Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology. Design/methodology/approach – The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries. Findings – The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization. Research limitations/implications – The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations. Originality/value – The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.
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Nikitin, Dmitry S. "United Indian Patriotic Association versus Indian National Congress (1888–1893)." Vostok. Afro-aziatskie obshchestva: istoriia i sovremennost, no. 1 (2022): 118. http://dx.doi.org/10.31857/s086919080013036-6.
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The article examines the emergence of Anglo-Indian and Muslim opposition to the Indian National Congress (INC) in the second half of the 1880s – early 1890s. By 1887, Congress had lost the support of the Viceroy of India Dufferin, and it greatly influenced the formation of the anti-Congress movement. The social base of opposition to the Congress was formed by the most conservative parts of society – the Anglo-Indians (the British who permanently lived in India) and Indian Muslims. The center of the anti-Congress movement was the Aligarh College, and the leader was the Muslim educator and founder of the college, Syed Ahmad Khan. The movement received support from the Anglo-Indian press and colonial officials. In 1888, United Indian Patriotic Association was founded with the Muslim organizations of Upper India and the conservative Hindu aristocracy in its ranks. The Association believed that the Congress did not represent the interests of the entire Indian people, but only a narrow stratum of European educated Indians. The INC's proposals for the introduction of an elective element in legislative councils and simultaneous examinations for civil service in India and Great Britain were regarded as premature, threatening interests of Muslims and British rule in India. The main goal of the United Indian Patriotic Association was to counter the agitation of the INC in Great Britain, where the British Committee of the INC operated, by holding anti-Congress meetings and pamphleting. After the adoption of the Indian Councils Act of 1892, the leaders of the Association focused on protecting the interests of Indian Muslims, and this solution led to the dissolution of the United Indian Patriotic Association in 1893. The Association became one of the first organizations opposed to the INC and had a significant impact on strengthening the political activity of Indian Muslims. The emergence of Muslim opposition to INC in the second half of the 1880s. became an important factor in the political development of India and the national liberation movement in the first half of the XX century.
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Rosenthal, Nicolas G. "Repositioning Indianness: Native American Organizations in Portland, Oregon, 1959––1975." Pacific Historical Review 71, no. 3 (August 1, 2002): 415–38. http://dx.doi.org/10.1525/phr.2002.71.3.415.
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This article examines the processes of community building among American Indians who migrated to Portland, Oregon, in the decades following World War II, contextualized within a larger movement of Indians to the cities of the United States and shifts in government relations with Indian people. It argues that, during the 1960s, working-and middle-class Indians living in Portland came together and formed groups that enabled them to cultivate "Indianness" or to "be Indian" in the city. As the decade wore on, Indian migration to Portland increased, the social problems of urban Indians became more visible, and a younger generation emerged to challenge the leadership of Portland's established Indian organizations. Influenced by both their college educations and a national Indian activist movement, these new leaders promoted a repositioning of Indianness, taking Indian identity as the starting point from which to solve urban Indian problems. By the mid-1970s, the younger generation of college-educated Indians gained a government mandate and ascended to the helm of Portland's Indian community. In winning support from local, state, and federal officials, these leaders reflected fundamental changes under way in the administration of U.S. Indian affairs not only in Portland, but also across the country.
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Tripathi, Priyanka, and Prashant Tripathi. "Organizational Development in Indian Organizations - Issues and Challenges." Prabandhan: Indian Journal of Management 2, no. 6 (December 1, 2009): 39. http://dx.doi.org/10.17010//2009/v2i6/61041.
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Tripathi, Priyanka, and Prashant Tripathi. "Organizational Development in Indian Organizations - Issues and Challenges." Prabandhan: Indian Journal of Management 2, no. 6 (December 1, 2009): 39. http://dx.doi.org/10.17010/pijom/2009/v2i6/61041.
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Sharma, Harsh. "Importance and performance of managerial training in Indian companies – an empirical study." Journal of Management Development 33, no. 2 (February 4, 2014): 75–89. http://dx.doi.org/10.1108/jmd-11-2013-0144.
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Purpose – The purpose of this paper is to compare the importance and performance of managerial training in India among different industrial sectors in the light of asynchronous industrial growth in last two decades which has unevenly touched various business organizations. Design/methodology/approach – For the purpose of analysis organizations are divided at two levels. At the first level, they are divided between multinational and Indian origin category and at the second level between service and manufacturing category. A 2×2 full factorial design with unequal numbers is used to analyze main as well as interaction impacts. A sample size of 542 is taken which comprises training professionals, top/general managers and trainee employees. Findings – Study concludes that Indian origin organizations fall short in terms of importance given and performance of training function compared to multinational companies. Further, it is found that service companies have an edge over manufacturing companies in terms of importance and performance of training. Research limitations/implications – Study is mainly focussed on large organizations in India and may not be representative of small organizations. The major implication is that Indian origin organizations as well as manufacturing organizations have to devote more time and financial resources to training to compete in the era of globalization. Practical implications – It is implied from the findings that a concerted effort by training professionals in Indian and manufacturing companies is required to improve the content as well as image of the training function to get the due attention and resources within the organization. Originality/value – The paper presents an original perspective on situation of training function in Indian organizations and will be of importance to training professionals and other stakeholders.
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Frantz, Terrill L., and Ajay K. Jain. "Relating CEO leadership behavior and organization culture in the Indian context." Leadership & Organization Development Journal 38, no. 6 (August 7, 2017): 746–64. http://dx.doi.org/10.1108/lodj-12-2015-0287.
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Purpose The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations. Design/methodology/approach Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organization’s culture along six dimensions (Results Focused, Talent Development, Employee Empowerment, Equity and Fairness, Open Communication, and Decentralization). These data were analyzed using factor analysis, correlation analysis, and least-squares regression. Findings A correlation analysis indicates that a significant relationship exists between several aspects of CEO leadership behavior and characteristics of the organizational culture. Regression analysis indicated that the overall CEO leadership behavior prominently explains (R2=0.397) the organization’s culture. Notably, two CEO dimensions, People Centricity and Global Ambition, were found to have an exceptionally high degree of association with the culture of the organization. Research limitations/implications There is consistency between findings from western academic leader-culture research and the same in the Indian work setting. Practical implications Findings of this study can serve as a guidepost for the selection of leaders in an organization. Originality/value There is a scarcity of leader-organization research involving national culture features; the Indian context is fundamental to this study and is called for by the growing presence of India-born leadership in western organizations.
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Bhatia, Deepshikha. "A Comprehensive Review on the Cyber Security Methods in Indian Organisation." International Journal of Advances in Soft Computing and its Applications 14, no. 1 (March 28, 2022): 103–24. http://dx.doi.org/10.15849/ijasca.220328.08.
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Abstract Cyber security, an application that protects and controls the systems, programs, networks, data and devices from cyber-attacks. This cyber security practice used by individuals and small or large organizations for protecting against unusual data access. A powerful cyber security system provides a great security against malware attacks, viruses, ransom ware, cloud attacks, IoT attacks etc. and it designed for accessing, destroying, deleting and altering these attacks and secure the retrieving data from the server and user’s systems. This paper discuss about the importance of cyber security in organizations of India. Surveys of Indian organization’s cyber security measures are taken for the evaluation of the methods and challenges of cyber security. This comprehensive review provides insights about securing the data by employing cyber security frame works, risk assessment models and educating cyber security knowledge among public with help of government public programs. With these information this paper helps for overcoming the cyber threats and attacks and created a pre cautionary thought and also made a pre vision for diminishing theft of data among employees and tracking hacker’s activities before attacking the organizations. Keywords: cyber security, Indian organization, cyber-attacks, cyber security methods, DDoS attack.
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Singh, Anil Kumar. "HRD Practices and Philosophy of Management in Indian Organizations." Vikalpa: The Journal for Decision Makers 30, no. 2 (April 2005): 71–80. http://dx.doi.org/10.1177/0256090920050207.
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The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.
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Karki, Rajnish. "Corporate Strategy of Indian Organizations: The ‘Root–Branch’ Framework." Vikalpa: The Journal for Decision Makers 29, no. 3 (July 2004): 1–14. http://dx.doi.org/10.1177/0256090920040301.
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Corporate strategy questions relating to the appropriate measures of performance, the rate of growth and extent of diversification, and the ways to mobilize resources and develop requisite competencies are of current and high importance to Indian organizations. In the coming decade, they need to adopt rigorous and appropriate corporate strategy approaches as they face a complex, fast changing, and globalizing business environment. Since the beginning of strategic management discipline, the four major corporate strategy frameworks that have emerged are - SWOT in the 1960s, Strategic Planning Matrix in the 1970s, Competitiveness in the 1980s, and Core Competency in the 1990s. Based on an assessment of the frameworks, corporate strategy is considered as a response to imperatives in the evolutionary and emerging contexts and the perspective of the coming decade is taken to explore the Indian business situation. The imperatives for corporate strategy of Indian organizations in the coming decade are: From the evolutionary context — Correcting the mindset of dependency on the government; going beyond rationalization of businesses; establishing tight linkages between corporate and business strategies with operations; venturing into new areas; and, building on success against multinational corporations. From the emerging context — Large, growing, and internationalizing Indian economy; globally integrated capital markets; information and communication technologies; tenets of governance; and, management resource and capability. As these imperatives are different and variegated and do not match with any single period of American business, the existing frameworks are inadequate in terms of patterns responded and inappropriate in terms of analytical approaches and prescriptions. A ‘root-branch’ corporate strategy framework addresses the contextual patterns and imperatives of an organization. It conceptualizes corporate strategy of an organization as a gestalt of three sets of components — ‘root’ as the first level response to the commonalities in the context shared by all the organizations; a ‘branch’ or types of strategic direction depending on its match with requirements and characteristics of a type; and components based on its industry-and company-specific factors. The frame- work can be applied to any geographical or sectoral situation, and root and branch components can be delineated based on the analysis of imperatives in evolutionary and emerging contexts. For Indian organizations in the coming decade, corporate strategy should be built around: the root of ‘being honest’ and ‘being world-class’ one of the three viable branches or types of strategic direction - ‘India focused,’ ‘India diversified,’ and ‘global focused.’ In conclusion, the three viable and effective corporate strategies for Indian organizations in the coming decade are — “Being honest + Being world-class + India focused,” “Being honest + Being world-class + India diversified,” and “Being honest + Being world- class + Global focused.” To be successful, the agenda of an organization is to achieve and sustain consistency among the various components and with the requirements of ‘root’ and chosen ‘branch’ or strategic direction. And the agenda will need to be translated into and be implemented through a well-calibrated sequence of business and organizational initiatives.
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Ahmad, Naim, Abid Haleem, and Asif Ali Syed. "Study of reasons for enterprise systems adoption among Indian organizations." Journal of Enterprise Information Management 27, no. 6 (October 7, 2014): 696–718. http://dx.doi.org/10.1108/jeim-02-2013-0006.
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Purpose – The purpose of this paper is to identify reasons for the enterprise systems adoption, their relevance to the Indian organizations and their relationship with industry and size among the Indian organizations. Design/methodology/approach – Through the content analysis of 12 research papers reasons of enterprise systems adoption have been identified. With the resultant framework of variables, 288 Indian cases have been scanned to identify and contrast adoption reasons in India with other countries. Also through χ2 test their associations have been studied with respect to industry and size among Indian organizations. Findings – All the adoption reasons are present in Indian organizations. All the adoption reasons are indifferent to the industry of organization. Similarly it is found that all the adoption reasons but one is indifferent to the size of organization. Only organizational change is found to be significantly related with the size. Research limitations/implications – The scope of study is limited to the Indian organizations that have implemented enterprise systems software. All the manifest variables have been marked with only two values 0 for absence and 1 for presence while omitting the information on relative strength. There is potential possibility of bias toward ES implementation benefits and relative comfort in implementing the target vendor's product. This research has utilized secondary data that might not have been created to address the current problem therefore may be limited in relevancy and accuracy. Practical implications – Adoption motivations are a good starting point to see the need for the ES. Occurrences of adoption motivations advocate the change in the application infrastructure. Following 12 motivations for the adoption of ES have been identified in the literature review. Moreover they have not varied much with respect to the size and industry of the organizations. However, some factors are showing stronger presence in Indian context than the global counterparts and some are showing weaker presence. Originality/value – Content analysis of the literature review has resulted in 12 reasons for the enterprise systems adoption after three iterations. These variables have been explained with the help of literature. Second, component of this research studies the relationship of these variables with industry and size among Indian organizations. It is established that enterprise systems are being adopted globally for the identical reasons. These reasons are also almost uniform with respect to industry and size of the Indian organizations.
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Kumar, Mohnish. "The Nature of Organizational Culture in Indian Knowledge Organizations." Effulgence-A Management Journal 16, no. 2 (July 1, 2018): 42. http://dx.doi.org/10.33601/effulgence.rdias/v16/i2/2018/42-56.
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Khandekar, Aradhana, and Anuradha Sharma. "Organizational learning in Indian organizations: a strategic HRM perspective." Journal of Small Business and Enterprise Development 12, no. 2 (June 2005): 211–26. http://dx.doi.org/10.1108/14626000510594610.
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Rao, T. V., Raju Rao, and Taru Yadav. "A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India." Vikalpa: The Journal for Decision Makers 26, no. 1 (January 2001): 49–64. http://dx.doi.org/10.1177/0256090920010105.
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A number of human resources development frameworks has come into existence in the last ten years from various parts of the world. Indian organizations have begun to use these for improving their HRD systems and their impact. An Integrated HRD Systems Approach was evolved for Indian organizations at the Indian Institute of Management, Ahmedabad by Udai Pareek and T V Rao for L&T. This paper examines the current status of structuring of the HRD function and HRD subsystems in India against this “Integrated HRD Systems” framework. The paper also comments on the recent approaches to HRD. Data from HRD audits of 12 Indian organizations indicated that HRD function is not well structured, is inadequately differentiated, poorly staffed, and fails to meet the requirements of this framework. In the light of these experiences of Indian organizations in implementing this framework, the paper points out the prerequisites for success of other HRD frameworks in India.
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Shanker, Meera. "Organizational citizenship behavior in relation to employees’ intention to stay in Indian organizations." Business Process Management Journal 24, no. 6 (November 5, 2018): 1355–66. http://dx.doi.org/10.1108/bpmj-02-2018-0048.
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Purpose The purpose of this paper is to find out dimensions of organizational citizenship behavior (OCB) in Indian setting and to further examine the role of OCB that impacts employees’ intention to stay, with a view to draw on the deeper influences it carries on the quality work of the organization. Design/methodology/approach Experimental research design was used to find out the causal relationship between these constructs, i.e., dimensions of OCB and intention to stay. Probability sampling method was used to obtain the sample. In total, 475 respondents were approached for data collection. Data were collected using questionnaire method. Findings Factor analysis result revealed five factors of OCB, namely: sportsmanship, altruism, courtesy, civic virtue and conscientiousness, having the reliability of 0.93, 0.89, 0.81, 0.82 and 0.69, respectively, single factor of intention to stay having the reliability 0.87. The findings of Pearson’s correlation, regression and structural equation modeling revealed unequivocal influence of OCB over employees’ intention to stay, suggesting a maneuvering capability of OCB with its influence over employees’ intention to stay in their present organizations. Research limitations/implications Since this study was conducted in India, to establish the external validity has to be judged carefully. The organizations approached for the study were of the MNC level. Practical implications This study is important to understand the citizenship behavior of employees in relation with intention to stay in Indians setting in particular and the world in general. When individual does work, without any expectation, stay with the organization for longer time inculcating, imbibing working culture of the organization which enriches his experiences, utilized in increasing productivity and prosperity of the organizations. Social implications Overall, organizations are facing increased competition day by day; employees are expected to stretch themselves to be in the competition. After certain point of time, employees stop extending themselves, resulting in deteriorating the quality, performance and product. Retaining employees along with maintaining the quality becomes an important concern and issue for organizations. Importance of OCB is considered extensively in Industries in this regard. Originality/value This is an original research in Indian Setting, much researches are not available finding the relationship between OCB and intention to stay in turn which improves the quality of organizations. This research is valuable for business world, are facing problems of retaining the employees which affects their efficiency, productivity and profitability.
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Rai, Arpana, and Upasna A. Agarwal. "Exploring nature of workplace bullying and psychometric properties of negative acts questionnaire-revised (NAQ-R) in Indian organizations." Journal of Indian Business Research 9, no. 3 (August 21, 2017): 229–47. http://dx.doi.org/10.1108/jibr-12-2016-0145.
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Purpose An extensive amount of literature is available on workplace bullying in the Western context. With specific reference to the Indian context, there is limited literature on nature of workplace bullying in Indian organizations as well, as there is no valid instrument to measure the prevalence of workplace bullying in Indian organizations. This paper aims to explore the nature of workplace bullying in Indian organization and examine the psychometric properties of Negative Acts Questionnaire-Revised (NAQ-R) in Indian context. Design/methodology/approach Data were collected through a hardcopy version of a survey from 835 Indian managers during working hours. Findings The analysis identified three major categories and constituent sub-categories of bullying behaviors. The NAQ-R was found appropriate on psychometric criteria. Research limitations/implications Gender-blind perspective towards approaching bullying and no sector-wise differentiation in nature of bullying are the limitations of the study. Practical implications An understanding of nature of workplace bullying in Indian organizational may help managers to identify and timely intervene the bullying situations. This study can help to strengthen the potentialities of NAQ-R as a major organizational diagnosis measure for examining bullying in Indian organizations. A validation of NAQ-R would also help to stimulate the academic work on bullying in India and allow for cross-cultural comparison of studies. Originality/value This is the first study to examine psychometric properties of the NAQ-R in Indian settings.
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Nandeshwar, R. L., and Minu Zachariah. "Employment Strategies in Indian It Industry." Ushus Journal of Business Management 6, no. 1 (August 30, 2021): 1–14. http://dx.doi.org/10.12725/ujbm.10.1.
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Indian I.T. industry is characterized by shortage in skilled manpower resources. The technocrats of the I.T. species need delicate handling by HR personnel as the above-mentioned situation have bred highly demanding and egoistic workforce. If their expectations are not met, they tend to leave the Organization one by one, resulting in instability within the organization. The organizations normally overcomes this situation by developing attractive and innovative strategies unique by itself, to attract and retain outstanding talents. This gives them competitive advantage. The study on the above topic aims at giving an insight of employment strategies adopted by IT organizations and its impact on employees.
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Agarwala, Rina. "Divine Development: Transnational Indian Religious Organizations in the United States and India." International Migration Review 50, no. 4 (December 2016): 910–50. http://dx.doi.org/10.1111/imre.12188.
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This article examines how Indian Americans’ religious organizations send not only financial remittances to India, but also social remittances that shape development ideologies. Comparing Indian-American Hindu and Muslim organizations, I find both groups draw from their socioeconomic experiences in India and use their position as elite immigrants in the United States to identify and empower their respective religious constituencies in India and overturn different social relations (not just religious practices). Hindu Americans draw from their majority status in India to overturn India's lower position in the world system and support poverty alleviation efforts within a neoliberal development framework. Indian-American Muslims draw from their poor status in India to overturn economic inequities within India by shifting India's development rhetoric from identity to class. Collective religious identities (expressed through organizations) not only affect the intensity of immigrants’ development efforts, but also their content and ideology. These findings urge us to fold transnational religious organizations into contemporary discussions on migration and development.
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Singh, Anil Kumar, and Anurag Singh. "Insider Trading Indian Business Organizations." Delhi Business Review 17, no. 2 (November 30, 2016): 45–56. http://dx.doi.org/10.51768/dbr.v17i2.172201604.
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Motwani, Jaideep G., Essam Mahmoud, and Gillian Rice. "Quality Practices of Indian Organizations:." International Journal of Quality & Reliability Management 11, no. 1 (February 1994): 38–52. http://dx.doi.org/10.1108/02656719410049493.
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Kumari, Uma. "Agile Practices in Indian Organizations." Oriental journal of computer science and technology 10, no. 2 (May 30, 2017): 422–28. http://dx.doi.org/10.13005/ojcst/10.02.24.
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Agile software development is a conceptual framework that promotes development using iterations throughout the project development. In software development Agile means quick moving. For the satisfaction of customer and to cope up customer frequent changed requirements, heavyweight methodology is being kicked. Two major challenges in software development are high quality software production and stakeholder requirement meeting. An independent online web based survey; interview survey and questionnaire survey were conducted. Motive was to find the total percentage of users in India, who are using Agile and it was tried to find out “does it increase the productivity, quality and cost of software?” Hypothesis has been proved using statistical one way ANOVA method. Different Hypothesis that are designed
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Kapoor, Deep. "Work Culture in Indian Organizations." Ushus - Journal of Business Management 2, no. 2 (June 10, 2003): 29–37. http://dx.doi.org/10.12725/ujbm.3.4.
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Work is a source of sustenance to human beings. The environment where the person works has a lot of effect on the efficiency and effectiveness. In a layman's language we can call this environment along with the processes working in it as the 'Work Culture'.
With the opening up of Indian economy and the flourishing of knowledge based industries in India, this environment of work has considerably changed and it has a marked influence on the social lives of the people working in these kinds of industries. As these industries are located mostly in big/metropolitan cities and affects educated urban middle/upper class generally, this paper will be somewhat skewed towards these class of people working mostly in large organizations. I will also concentrate on defining work culture, on types of work culture, on the impact of society on work culture, on emerging work culture and finally focussing on the knowledge based industries.
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Banerjee, Sayan, and Dinesh Srivastava. "Organizational Structure in Indian Context." International Journal of Civic Engagement and Social Change 4, no. 2 (April 2017): 1–12. http://dx.doi.org/10.4018/ijcesc.2017040101.
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After liberalization, business environment changed radically in India. Organizations faced competition and tried to improve their performance. Many organizations tried to change their business processes as well as organizational structure. Information technology played a key role in transforming organizations. Today organizations have become flat but diverse and complex. The objective of the paper is to analyze implications of personality characteristics of employees for designing an appropriate organizational structure for business organizations in India. The paper is based on review of previous research studies in the last decades. Success of any organizational structure depends upon profile of employees. Most organizations expect employees to adjust to their organizational structure. Previous studies on Five Factor Model as well as organizational structure have been reviewed and their implications for designing organizational structure in Indian context have been discussed.
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Sahoo, Ajaya Kumar. "Issues of Identity in the Indian Diaspora: A Transnational Perspective." Perspectives on Global Development and Technology 5, no. 1-2 (2006): 81–98. http://dx.doi.org/10.1163/156915006777354482.
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AbstractIndia is unique for the magnitude of her diversities in terms of languages and regions, religions and sects, castes and sub-castes, rural and urban, food and style of dress, which are also reflected by her diasporic communities. There are diasporic communities formed on the basis of linguistic or regional identities such as Punjabis, Gujaratis, Sindhis, Tamils, Malayalees and Telugus. Global organizations such as Global Organization of People of Indian Origin (GOPIO), World Telugu Federation (WTF), and World Punjabi Organization (WPO), have recently emerged to preserve and promote the identities and cultures of Indians, uniting transnationally India and the global Indian diaspora. The past decade has witnessed a phenomenal dynamism among the diasporic communities, made possible by the recent advancement in technologies of travel, transport, and communications. Not only did these developments bring the diasporic communities and their motherland closer but they also facilitated in bringing together the members of their community dispersed around the world. The present article examines this emerging trend with the illustration of one of the important regional Indian diasporic communities, the Gujarati Diaspora. Gujaratis, the people from the central western parts of India, are one of the early Indian communities who have ventured out to different parts of the world for multiple reasons. Today, as one of the prominent Indian diasporic communities in the world, Gujaratis are successful not only in business, which is their first love, but also in professional fields such as technology, science, medicine, and business management.
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Jain, Ajay K. "An interpersonal perspective to study silence in Indian organizations." Personnel Review 44, no. 6 (September 7, 2015): 1010–36. http://dx.doi.org/10.1108/pr-12-2013-0220.
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Purpose – The purpose of this paper is to investigate dimensions of employee silence in Indian work context with regard to the supervisors and how job satisfaction mediates the relationship between silence and turnover intention. The study also explores the relevance of superior-subordinate relationship and self-image maintenance perspectives in Indian socio-cultural context to explain and understand the phenomenon of silence in India. Design/methodology/approach – Qualitative (n=55) and quantitative data (n=334, n=314 and n=116) were collected from employees working in private, public and multinational organizations located in northern part of India. Exploratory and confirmatory factor analyses were performed to explore and validate the dimensions of silence behavior among Indian managers and structural equation analysis was carried out to see the meditating role of job satisfaction in the relationship of silence and turnover intention. Findings – Results have indicated the existence of four major dimensions of silence in India namely; fear of retaliation, internal motivation, self-competence and self-image as the possible causes of silence. Further job satisfaction has mediated the effect of silence on turnover intention. This study showed the positive impact of silence on satisfaction which is contrary to the western studies. These results have supported the theoretical arguments developed in this paper in the Indian work context. Practical implications – The results are useful in understanding the dynamics of silence in Indian organizations as employees might use silence in a strategic manner to regulate their satisfaction and in maintaining their membership with the organization. Originality/value – The present study is among the first attempts to empirically examine the causes and consequences of employee silence in the high power distance and collectivistic cultural context.
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Sarma, Sushanta Kumar. "Rhetorical strategies in Indian commercial microfinance." International Journal of Sociology and Social Policy 37, no. 9/10 (September 12, 2017): 572–90. http://dx.doi.org/10.1108/ijssp-05-2016-0057.
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Purpose This paper examines the rhetorical strategies of two Indian microfinance organizations as they transformed from non-profit to commercial format. They shifted forms at a time (year 2010), when commercialization had been criticized severely. The purpose of this paper is to understand “How does a microfinance organization justify its action of transformation to retain legitimacy?” Design/methodology/approach The paper adopts a qualitative case study method to understand the phenomena. Interview, archival documents, and field observations are the major source of data for the study. Data analysis is carried out through coding method. Findings Drawing from Suddaby and Greenwood’s (2005) work on rhetorical strategies, the paper suggests that these organizations have used two types of rhetorical strategies – cosmological and teleological. These strategies operate in a performative role and link deviant practices with routines. It focuses on institutional maintenance rather than change. Research limitations/implications The paper acknowledges two important limitations. First, the rhetorical focus may be influenced by the history of organization. So depending on organization selected, the focus may vary. Second, the paper is constricted by the low-documentation practices prevailing in many civil society organizations. Originality/value The paper contributes to the literature on hybrid organization by unpacking the process of sense making in a hybrid form. The paper also reinforces the argument that language operates in a performative role. The paper provides a new context (India) to understand the process of rhetorical strategies.
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Rai, Arpana, and Upasna A. Agarwal. "Exploring the process of workplace bullying in Indian organizations." South Asian Journal of Business Studies 6, no. 3 (October 2, 2017): 247–73. http://dx.doi.org/10.1108/sajbs-07-2016-0067.
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Purpose The purpose of this paper is to explore the process of workplace bullying in Indian organizations from the victims’ perspective. Design/methodology/approach The study adopted the grounded theory approach and centered on the participants’ experiences, interpretations, and reactions toward bullying. In total, 23 self-reported victims formed the sample of the study. Data from interviews were analyzed using the coding procedure of grounded theory methodology. To enhance the validity of results, in addition to interviews, member checking technique was also used. Findings The study revealed that the process of workplace bullying in Indian organizations can be broadly explained in four sequential phases: exposure and confusion over mistreatment; making attributions; utilizing options within the organization; and adjustment with the current situation. The findings highlight the importance of sense-making, the social support network, complexity of coping behaviors, silence motives of employees as well as negative and nourishing effects of workplace bullying. The role of culture is visible in the bullying dynamics. Research limitations/implications The study examined bullying from the victims’ perspective; however, perpetrator and bystanders’ perspective would have added interesting insights into the findings. Practical implications The findings point toward the rhetoric of HRM practices in Indian organizations. A well formulated and implemented anti-bullying policy will reduce the rhetoric of HRM practices in Indian organizations. Originality/value The present study contributes to the limited literature on the process of workplace bullying by exploring the process in a new national context (India).
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Singh Ghura, Amarpreet. "A Qualitative Exploration of the Challenges Organizations Face while Working with Generation Z Intrapreneurs." Journal of Entrepreneurship and Innovation in Emerging Economies 3, no. 2 (July 2017): 105–14. http://dx.doi.org/10.1177/2393957517711306.
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This article presents preliminary findings of what challenges Indian organizations face when working with generation Z intrapreneurs. Organization will grow at a faster pace if the decision makers in the organization are entrepreneurial in their approach. These entrepreneurs when working within the organization by taking the approval and sanctions to use the organization resources are termed as intrapreneurs. Yet scholars know too little about what challenges Indian organization face while working with generation Z intrapreneurs. The findings reveal that Indian organizations have started hiring generation Z intrapreneurs and are facing challenges working with them. These findings support previous research which concludes organizational supportive environment is a facilitator for organization to spur intrapreneurial culture in the organization.
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Rao, D. Suryachandra, and M. SRAVANI. "Self Regulatory Organizations in Indian Microfinance Sector." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 7, no. 1 (November 15, 2013): 939–46. http://dx.doi.org/10.24297/ijmit.v7i1.712.
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Introduction of Micro Finance Institutions (Development and Regulation) Bill, 2012 is a land mark in the history of Indian Microfinance Industry. This bill aims to provide for the development and regulation of microfinance institutions in India. One of the salient features of this bill is that all NBFCâ€MFIs must be members of at least one selfâ€regulatory organization (SRO) recognized by the RBI and comply with the code of conduct prescribed by the SRO. Even though the introduction of the Microfinance bill is a bit late, all the stakeholders appreciated and welcome the move of the Government. The microfinance industry in India is highly distributed and has many small players. The Reserve Bank of India (RBI) has limited presence on the ground. As the MFIs have businesses in the hinterland, there is a need for self-regulatory organizations (SROs) to enforce some self-discipline in the sector. An SRO is a voluntary body appointed by the industry participants to monitor the functioning of all players in the industry and bring in some degree of standardization in industry practices. These organizations operate under the overall regulatory supervision of the main regulator and help the main regulators in accomplishing their regulatory objectives. This mechanism provides an effective and efficient form of regulation in the constantly changing business environment because SROs virtually strive to strike an intelligent balance between the interest of its members and their regulatory responsibilities delegated by the main regulators. So, an SRO for microfinance institutions will play a complementary role to the Reserve Bank of India. Normally, this kind of entities knows the industry best and in many ways has the understanding, knowledge and ability to recognize a problem before it becomes too big. The authors made an attempt in this paper to provide a conceptual understanding on self-regulatory organizations (SROs), their functions and benefits, give clarity about SROs in Indian financial system in general and in Micro Finance Sector in particular. This paper also highlights the issues to be handled by RBI, while designing the policy frame work for SROs. Also focuses on contemporary challenges for self-regulatory organizations with a view to enable them to formulate strategies to overcome.
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Chaudhuri, Sanghamitra, Malar Hirudayaraj, and Alexandre Ardichvili. "Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations." Advances in Developing Human Resources 20, no. 4 (October 1, 2018): 460–78. http://dx.doi.org/10.1177/1523422318803345.
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The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars
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Beck, Thomas J. "Gale Primary Sources: Indigenous Peoples of North America, Part II, The Indian Rights Association, 1882‐1986." Charleston Advisor 24, no. 4 (April 1, 2023): 41–44. http://dx.doi.org/10.5260/chara.24.4.41.
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Indigenous Peoples of North America is included in the Gale Primary Sources series and is in two parts. This database, The Indian Rights Association, 1882‐1986, is the second of the two. The Indian Rights Association (IRA) is the first organization to address American Indian rights and interests, and this collection includes its organizational records; incoming and outgoing correspondence; annual reports; draft legislation; photographs; administrative files; pamphlets, publications, and other print materials (including documents from the Council on Indian Affairs and other American Indian organizations); and manuscripts and research notes on Indian traditions, both social and cultural. Founded in 1882 by White philanthropists, the IRA's initial approach to American Indians was both assimilationist and paternalistic, leading it to advocate for the detribalization of America's Indigenous peoples, maintaining it would improve their social and economic status. Nevertheless, it was one of the first organizations to report on and expose the corruption of federal government officials tasked with working with and for American Indians. Eventually, the IRA would discard assimilationism and work with other, newer, occasionally Indian-run organizations such as the Association on American Indian Affairs, the Society of American Indians, and the National Indian Defense Association. The IRA sought to debunk misconceptions and half-truths about American Indians and their condition in the United States, which were too often the basis for policy and legislation related to Native Americans. It also sent association representatives to Indian reservations to make note of local conditions there, not only to evaluate the actions of the Bureau of Indian Affairs (BIA) but also to provide background information for legislation related to Indigenous peoples.This database's search functions often produce results relevant to the query submitted, and both its search and browse functions can be navigated with relative ease. This database can be subscribed to or purchased with an annual hosting fee. The purchase price, based on a variety of factors, can start as low as $2,796 for public libraries or $3,994 for academic libraries, with starting annual hosting fees of $22 and $32, respectively. Whether institutions find this pricing reasonable depends on their need for the materials covered by the Indigenous Peoples of North America collection. The licensing agreement for this database is too long and detailed but standard in its composition and therefore is of no concern.
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Ray, Keshab, and Meenakshi Sharma. "Qualitative study of challenges and strategies of Indian IT organizations toward global branding." Benchmarking: An International Journal 27, no. 2 (October 11, 2019): 708–31. http://dx.doi.org/10.1108/bij-09-2018-0279.
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Purpose There is a lacuna in research work in terms of understanding how Indian IT organizations can become global brands. Benchmarking has not received much attention in marketing literature due to lack of benchmarking framework, and IT organizations are yet to make progress in benchmarking. The purpose of this paper is to examine the impact of brand strength on global branding by developing a conceptual benchmarking framework for Indian IT organizations. Design/methodology/approach Semi-structured in-depth interviews are conducted with thirty middle-level managers from two Indian IT organizations, two US-based global IT organizations and one UK-based leading bank, which is a customer of these IT organizations. Findings Results show a positive relationship between brand strength and global branding, between customer loyalty and global branding, between brand loyalty and competitive advantage and between global branding and competitive advantage. Indian IT organizations can benchmark global IT organizations to improve delivering brand promise, positioning, awareness building and authenticity toward making Indian IT organizations future ready to address the entire breadth of opportunities in the evolving world of cloud and digital. Practical implications This research helps managers with a brand strength-based benchmarking framework toward global branding of Indian IT organizations. Social implications IT is instrumental for rapid growth of Indian’s economy. India should optimally utilize its greatest wealth, its human potential, with the latent global demand in IT through building global IT brands. Originality/value The originality of the study lies in conducting a qualitative study on global branding of Indian IT organizations and also proposing a conceptual benchmarking framework. The study further validates the model using qualitative analysis.
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Bhatt, Prachi. "Changing Planes in Managing Human Resources in High Performing Indian Banking Organizations: Attract, Retain, and Motivate." Journal of International Business and Economy 18, no. 2 (December 1, 2017): 60–83. http://dx.doi.org/10.51240/jibe.2017.2.3.
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Sensitive to change, human resource (HR) function plays a crucial role in dealing with globally competitive marketplace. Banking sector in a developing country like India is no different. There is an urgent need to revolutionize HR practices in Indian banking. This paper, as part of a larger research, studies high performing banking organizations in India and proposes a changing pattern of HR for the Indian banking organizations through the attract, retain, and motivate (ARM) framework. Further, the paper examines through exploratory factor analysis (EFA) whether and to what extent the changing pattern in HR practices in case of public and private sector banks supports the proposed conceptual framework. Thus, the paper presents empirical evidences (412 employee respondents) for the changing pattern of HR practices. The paper exhibits differences in the extent to which HR practices are changing in the public and private sector banks. Decisions to improve the HR priorities and practices can lay foundations for high- performing organizations. The paper examines an important issue for managerial decision-making in identifying the right blend of ARM to become high performing banking organization
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RINOJ P K, RINOJ P. K. "Impact of Implementing ERP in Indian Manufacturing Organizations." Paripex - Indian Journal Of Research 3, no. 7 (January 1, 2012): 1–2. http://dx.doi.org/10.15373/22501991/july2014/48.
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Tomar, Jitendra Singh. "Employee Engagement Practices in IT Sector Vis-à-Vis Other Sectors in India." International Journal of Human Capital and Information Technology Professionals 8, no. 3 (July 2017): 1–14. http://dx.doi.org/10.4018/ijhcitp.2017070101.
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Employee engagement is an important notion built around the concepts of job satisfaction, employee commitment, retention of talent, that impacts organizational performance. The disengaged employees lead to loss of productivity, procedural imbalances, and decreased efficacy. Organizations are addressing the work force and their job performance, task performance, organizational citizenship behavior, productivity, discretionary effort, effective commitment, and continuance commitment. Engaged employees are emotionally connected with their organization, and are enthusiastic about their job and success of the organization. The employment engagement practices are soulfully needed to understand the employee, give them healthier environment to work, let them grow professionally, award them, and keep them happy, irrespective of the business sector. This study intends to explore the employee engagement practices in Indian IT Sector and compare them with the engagement practices in other leading sectors in India. The study also assesses various engagement attributes in Indian IT organizations.
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Malla, Sweta Srivastava. "Evaluation of Dimensionality and Psychometric Properties of Organizational Justice Scale: Evidence from India." Australian Journal of Business and Management Research 6, no. 02 (July 17, 2022): 91–104. http://dx.doi.org/10.52283/nswrca.ajbmr.20220602a06.
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This paper aims to validate Organizational Justice Scale (OJS), prepared by Colquitt’s (2001), for the employees working in a security service organization in India, using exploratory and confirmatory factor analysis. The scale was validated using data collected from employees working in a government security organization. Concurrent validity and discriminant validity were checked using the scales of Job Satisfaction and Political Interference, respectively. Colquitt's OJS was corroborated. The Indian version of the scale supported four dimensions of the variable for researchers, academicians, and practitioners to utilize. The OJS four-factor model was found to be prevalent in the Indian context. The scale can be employed by future researchers and is likely to generate a reliable result. The scale has not been studied in India, especially in security organizations. Hence, this paper will assist future researchers in exploring the concept of justice in the Indian context or among security personnel.
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KHANNA, V. K. "AN INDIAN EXPERIENCE OF THE ENVIRONMENTAL MANAGEMENT SYSTEM." International Journal of Innovation and Technology Management 07, no. 04 (December 2010): 423–45. http://dx.doi.org/10.1142/s021987701000201x.
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The last two decades have seen a remarkable increase in both interest and reactions to the concept of preserving the environment. This can be attributed to the increasing statutory and regulatory requirements of government and the pressure from consumers and the life-threatening of global ecosystem deterioration. Therefore, organizations are constantly under pressure to develop and implement Environmental Management System (EMS). While some sincere efforts have been made by the Indian organizations to implement EMS and their performance have been very good, still countrywide efforts are not adequate. This paper presents the adoption of EMS in Indian organizations, extent of EMS elements used and the status of implementation of cleaner production activities by the industries. This paper also presents the benefits accrued by the Indian industries based on 56 industries feedback who are either ISO 14001 certified companies or in the advance stage of ISO 14001 implementation. This has been supplemented by some case studies of the leading Indian organizations. Most of the Indian organizations feel that EMS has a positive effect in their performance. It is observed that Indian organizations are more inclined towards getting ISO 14001 certification rather than taking full advantage of EMS However, it is evident from the statistical analysis that overall adoption of cleaner production activities are at the low level. The majority of the organizations seem to be implementing EMS out of pressure from competition, customer, government, domestic and export market. The paper concludes that though environmental awareness is on the increase in India, and commitment as well as compliance levels are far higher than before, India still lags behind in the implementation and has to go a long way. The investigation and research findings are still exploratory. Future research can focus on the organizations that are at the initial stage of EMS implementation and comparison can be drawn. Future research can focus on sector wise performance. Broadly based and larger sample size would provide better picture of EMS implementation status in Indian organizations. Analysis is based on questionnaire based feedback. The study has been able to identify the extent of the usage of key EMS elements, implementation of cleaner production activities and drivers for the implementation of EMS. The findings have been supported by the select Indian case studies.
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Dhar, Rajib Lochan. "Cynicism in the Indian I.T. Organizations: An Exploration of the Employees` Perspectives." Qualitative Sociology Review 5, no. 1 (April 30, 2009): 152–75. http://dx.doi.org/10.18778/1733-8077.5.1.08.
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Cynicism is described as a mind-set characterized by hopelessness, disappointment, and disillusionment, and is also associated with scorn, disgust, and suspicion. This strong negative attitude has infiltrated Indian I.T organizations, and is believed to be responsible for unfavorable organizational consequences, even though, hardly any studies have explored the causes and concerns of employee cynicism about their organizations in the Indian context. The present research centers around two qualitative case studies through in-depth interviews with seventy two participants undertaken in western India to investigate the causes and concerns of employee cynicism towards employer organization. Findings of the study indicate that workplace perceptions significantly influence organizational cynicism, which is largely influenced by poor leadership, organizational politics, decisive culture, accessibility of benefits and un-met expectations. As these findings have important organizational implications, I recommend for further studies on cynicism in the future.
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Gupta, M. P., and Sanjay. "Information Technology Usage: The Indian Experience." Vikalpa: The Journal for Decision Makers 29, no. 1 (January 2004): 83–92. http://dx.doi.org/10.1177/0256090920040107.
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This paper attempts to understand the current state of Information Technology (IT) usage in select Indian organizations based on a questionnaire survey of business executives and IS staff of select IT-savvy organizations. In recent years, rapid changes and developments in the IT domain have created new leaders in the market place. Corporates, the world over, are leveraging on these developments through efficient supply chain, inventory control, and business intelligence applications for gaining an edge over their competitors. The Information System (IS) developed by these organizations is non-replicable thus providing the differentiation. Though Indian companies are aware of concepts such as supply chain, inventory control, etc., the actual implementation of such concepts is not that widespread. Also, the IS function in India is yet to establish itself as a mainstream business function. It is in this context that this paper makes an effort to understand the importance of IT as a key driver for business strategy and recommend to the industry to adopt some of the best practices prevailing in organizations worldwide. The analysis of the responses indicates that there is a discrepancy between the opinions of business executives and IS staff regarding the adequacy of the current IT systems. This situation can be remedied by implementing some of the suggestions which are as follows: The business executives and the IS staff should be located in the same place to integrate IT into the mainstream of business. Business intelligence application needs to be included in the portfolio of applications for business use. The Indian industry needs to be stepped up to the ‘informate’ stage as it is still in the ‘automate’ stage. CIOs have to play an important role by linking IT to business strategy. Information needs of the executives are increasing and necessary steps for imple- menting data warehousing and OLAP solutions need to be taken. Supporting IS should be put in place to facilitate decision-making. Key performance indicators (KPIs) should be clearly identified and incorporated into the IS to monitor the health of the organization. These initiatives are expected to have the following implications: tighter integration of IT with business strategy transformation from the ‘informate mode’ to the ‘transformate’ mode implementation of newer business intelligence tools development of information-based decision-making culture better understanding of organization's KPIs by the IS staff.
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Srivastava, Dinesh Kumar. "Changing Work Culture in Manufacturing Organizations: A Case Study." Vision: The Journal of Business Perspective 7, no. 1 (January 2003): 145–55. http://dx.doi.org/10.1177/097226290300700113.
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Indian organizations are facing a competitive business environment after the opening of the economy in 1991–92. Gradually a number of MNCs are starting their business operations in India. Therefore, Indian companies have to find ways and means for survival and growth. They have to modernize their technology, develop new products and improve business processes. These interventions can be successful only if organizations are able to develop a strong work culture. This paper analyzes problems and challenges in changing the work culture in Indian companies. The paper is based on the consulting experience of the author in two companies. A case study of two organizations has been reported in the paper. Various issues like resistance to change, intervention methods for changing attitude and behaviour have been discussed in the paper.
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Mohanty, R. P. "Value innovation perspective in Indian organizations." Participation and Empowerment: An International Journal 7, no. 4 (June 1999): 88–103. http://dx.doi.org/10.1108/14634449910283561.
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Dayal, Ishwar. "HRD in Indian Organizations: Current Perspectives and Future Issues*." Vikalpa: The Journal for Decision Makers 14, no. 4 (October 1989): 9–16. http://dx.doi.org/10.1177/0256090919890403.
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In this article Ishwar Dayal discusses the patterns of HRD management and identifies three different HRD approaches as practised in Indian organizations. These are: Man- Centered, Reciprocal, and Selective. Underlying each approach is a set of beliefs shared by top management. Policy formulation and HRD programmes in these organizations emanate from these philosophies. The author also analyses the strengths and weaknesses of each approach. According to Dayal, HRD is a shared belief by management in the development of individuals and involves a strategy of linking organization development with individual growth. The author also raises some relevant issues concerning the future of HRD in Indian organizations.
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Raval, Shruti J., Ravi Kant, and Ravi Shankar. "Analyzing the Lean Six Sigma enabled organizational performance to enhance operational efficiency." Benchmarking: An International Journal 27, no. 8 (July 4, 2020): 2401–34. http://dx.doi.org/10.1108/bij-05-2019-0221.
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PurposeThe aim of this analysis is to review the Indian manufacturing organizations practicing Lean Six Sigma (LSS) tools/techniques with an objective of monitoring the performance of an organization and to develop recommendation for strategies to benchmark organizational operational efficiency.Design/methodology/approachThis study offers insights of the LSS performance measurement aspects of the Indian manufacturing organizations based on Data envelopment analysis (DEA) approach. The five inputs and two outputs are considered on the basis of literature review and discussed with the practitioners.FindingsIn this analysis, the relative efficiency score of 18 Indian manufacturing organizations has been determined in order to assist evaluation of the impact of monetary investment on the outputs. The present analysis not only investigates the optimum level of input variables but also lays down a significant observation that an organization having higher profit and inventory turnover ratio is not necessarily an efficient organization.Practical implicationsThe results assist to determine the best practice units, potential source of inefficiency and deliver beneficial data for the consistent enhancement of the operational efficiency. The DEA results assist managers and decision makers to derive appropriate strategies to enhance their performance with reference to the efficient organization and to regard it as their role model.Originality/valueThis analysis renders a DEA based framework of LSS practicing Indian manufacturing organizations. The framework is unique in terms of its input-outputs variable selection and measurement procedure.
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Vijayvargy, Lokesh, Jitesh Thakkar, and Gopal Agarwal. "Green supply chain management practices and performance." Journal of Manufacturing Technology Management 28, no. 3 (April 3, 2017): 299–323. http://dx.doi.org/10.1108/jmtm-09-2016-0123.
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Purpose The purpose of this paper is to investigate the impact of organizational size on adoption of green supply chain management (GSCM) practices for the Indian industry. It also evaluates the impact of GSCM practices on organizational performance. Design/methodology/approach This study aims to empirically test the GSCM model to investigate the present orientation of the Indian industry toward GSCM practices using a pre-tested structured questionnaire. The statistical inferences were drawn using the data provided by 161 Indian firms. This has compared the GSCM practice implementations among small-sized, medium-sized and large-sized organizations. Findings The study reveals that Indian organizations have shown a satisfactory implementation of majority of the environmental practices, except supplier ISO:14001 certification and Tier-II supplier evaluation. Out of 21 practices, medium-sized organizations have adopted GSCM practices at a similar level compared with large organizations, with three exceptions: existing environmental management systems, support from mid-level and top management and supplier evaluation for environmental practice. It was found that GSCM adoption can lead to equal improvements in operational performance for both large-size and medium-size organizations. Originality/value This paper makes two major contributions in the domain of green supply chain practices in India. First, it investigates the adoption of GSCM practices in organizations of different sizes (small, medium and large) and the impact of GSCM practices on the performance of organizations of different sizes. Second, it identifies the key areas for improvement and recommends a set of measures for improving the implementation of GSCM practices in Indian organizations.
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Tawalare, Abhay, and Boeing Laishram. "Factors hindering effective partnering in Indian public sector construction organizations." Journal of Financial Management of Property and Construction 25, no. 1 (November 17, 2019): 83–105. http://dx.doi.org/10.1108/jfmpc-01-2019-0007.
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Purpose The Indian public sector construction industry is normally driven by traditional contracting practices. Though no formal partnering agreement is being used in public sector projects in India, improvement in Indian public sector organizations could be observed in the post-liberalization era, as they get the opportunities to work with multinational companies from countries with experiences in partnering. The purpose of this study is to explore the extent of partnering strategies being adopted by Indian public sector organizations and identify factors hindering the adoption of formal partnering. Design/methodology/approach Critical success factors for successful partnering were first identified through literature review. This guided the collection of primary data through semi-structured interviews with 36 top management personnel and secondary data in the form of organizational documents and site reports from several site visits of four public sector construction organizations. The evidence collected from four cases were arranged and compared against organizational strategies of successful partnering. Findings Most of the strategies adopted by the organizations were found to be in line with the suggested partnering practices. However, partnering performance of these organizations was found to be not satisfactory. This study has identified 14 factors hindering effective partnering such as reservations over joint risk-sharing process, limited bid evaluation criteria, difficulty in time-bound payment to contractor, absence of incentive mechanism, obsolete training procedures and absence of time-bound dispute resolution mechanism. Research limitations/implications The research findings are based on a case study with four public sector organizations only. Additional cases need to be undertaken to generalize the findings. Further study should also be undertaken to explore partnering relationships between contractors and subcontractors in public sector projects. Practical implications To improve project performance, top management of public sector organizations in India can take these factors into account while formulating strategies on introduction of project partnering in their organizations. Originality/value The work is novel providing insights into organizational strategies promoting and hindering partnering in Indian public sector construction organizations.
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Bhatt, Seema, and Sridar Natrajan. "Performance management at Bolts' convenience stores." Emerald Emerging Markets Case Studies 2, no. 2 (May 25, 2012): 1–4. http://dx.doi.org/10.1108/20450621211228419.
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Subject area The case throws light on performance management in general and performance appraisal in a specific Indian context, its linkages with various other HR systems in an organization and the various issues and challenges attached with it. The case is especially suited for understanding people management in small organizations and organizations in emerging markets. Study level/applicability This case has been tried and tested in the classroom setting with management students pursuing a post graduate diploma in business management (PGDBM). The case has been administered to students in Chennai Business School, Chennai in their core course human resource management (first year PGDBM) and to second year students specializing in HR in their course “Performance management and compensation management” in G D Goenka World Institute, Sohna. Case overview The case is set in the southern part of India in a retailing organization which grew from a small retail store catering to the daily needs of the student community to a four store retail store (Bolts'). Mr Andrew (Head, HR), introduced performance management and appraisal at Bolts'. Since the appraisal was interrelated with various other HR systems like motivation, compensation, training and development and promotions, it generated a lot of excitement among the employees. After implementation of performance appraisal, the organization seems to experience one problem after another. There were complaints from customers, followed by a range of challenges such as discontented employees, unprofessional behavior, low motivation in the organization and loss of profit. Expected learning outcomes Understand and analyze the performance management in general and performance appraisal in a specific Indian context, its linkages with various other HR systems in organization and the various issues and challenges attached with it. Understand people management in small organizations and organizations in emerging markets. Assess and identify HR practitioners' problems in studying SMEs' HR related problems in an Indian context. Supplementary materials Teaching notes are available to faculty. Please consult with your librarian.
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Patnaik, Dr Susanta Kumar. "Sustainable Leadership: Key to Sustainable Future in Indian Organizations." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 96–97. http://dx.doi.org/10.15373/22778160/february2014/32.
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Joshi, Upasna. "Human Resource Accounting System in Selected Indian Companies." Journal of Social and Development Sciences 3, no. 2 (February 15, 2012): 69–76. http://dx.doi.org/10.22610/jsds.v3i2.687.
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The human resource may be seen as the most fundamental of all available resources to an economy or an organization. Human resources are energies, skills, talents and knowledge of people that are or can be potentially applied to the production of goods and services. Corporations cannot run by machines or systems alone, however smart those may be. The human element in it is inevitable, even for knowledge based lean organizations of the 21st century. It is an irony that valuation of this important asset is not reflected in the books of accounts. However to enhance goodwill and attract investors, need is being felt for human resource accounting. In our present paper, an attempt has been made to do the comparative study of the human resource accounting practices of CCI, HPCL, Infosys and Rolta India Limited. The variables that are important for the purpose of human resource accounting are identified and by analyzing, the annual reports of these selected companies scores are assigned to the organizations and mean scores for these organizations were calculated. Ranks to the organizations are also given based upon the extent of the HRA information reported in their annual reports.
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Chakravarty, Arjya, and Jyotsna Bhatnagar. "Engendering leadership in the Indian workplace – a framework on cross-level linkages." South Asian Journal of Business Studies 6, no. 3 (October 2, 2017): 337–64. http://dx.doi.org/10.1108/sajbs-08-2016-0071.
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Purpose Gender inequality is a critical economic challenge. A need to conceptualize and understand gender-based issues is of utmost importance to frame policies and processes for healthy workplaces. The paper aims to discuss these issues. Design/methodology/approach This study attempts to capture the nuances of “gender diversity” issues at the Indian workplace from a grounded theory perspective by highlighting the viewpoints of women leaders and their organizations in the Indian context. Findings The findings reveal certain important themes. Indian organizations which have eliminated stereotyping and sex typing (stereotypical categorization of people according to conventional perceptions of sex) in roles and have implemented gender neutral policies and processes have become preferred employers and achieved better business results. Research limitations/implications The study has proposed a linkage framework (Figure 1) and has suggested ways to understand an organization’s gender imbalance and lack of gender leadership with factors in the micro and macro environment. Organizations may use this model to gain perspective and adapt and invent policies and processes to have more gender diversity at workplace, for sustainable business results. Organizations should deepen their understanding of how “engendering leadership” should be embedded into the macro, micro and meso levels of an organization. Practical implications Organizations that have created gender neutralism by procreating a performance and talent-driven culture find themselves creating positive business results. This was made possible by involving all stakeholders in the efforts to remove and negate gender myths and biases. A false sense of complacency, by creating rules and policies which were never implemented in spirit, proved to be detrimental. Social implications This research attempts to investigate gender diversity’s coherence with the other features of the broader social context. Originality/value To gain perspective of how this phenomenon is manifested in reality in the Indian organizations, the authors conducted a qualitative study to gain deep immersed insights. This research has attempted to contribute and enrich the literature on gender leadership using a grounded theory approach. None of the earlier gender-related studies have applied grounded theory as a methodology.
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Bandyopadhyay, Pallab. "Evolution of Organization Development (OD) in Indian Organizations - Learnings and Future Direction." NHRD Network Journal 2, no. 3 (July 2008): 136–46. http://dx.doi.org/10.1177/0974173920080325.
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