...This article was downloaded by: [Monash University] On: 27 September 2010 Access details: Access Details: [subscription number 922191555] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713702518 The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures Sharif N. As-Saber; Peter J. Dowling; Peter W. Liesch To cite this Article As-Saber, Sharif N. , Dowling, Peter J. and Liesch, Peter W.(1998) 'The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures', The International Journal of Human Resource Management, 9: 5, 751 — 766 To link to this Article: DOI: 10.1080/095851998340775 URL: http://dx.doi.org/10.1080/095851998340775 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express...
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...+ Models ORGDYN-404; No. of Pages 9 Organizational Dynamics (2011) xxx, xxx—xxx a v a i l a b l e a t w w w. s c i e n c e d i r e c t . c o m journal homepage: www.elsevier.com/locate/orgdyn Emerging HR management trends in India and the way forward Pawan S. Budhwar, Arup Varma INTRODUCTION Over the last decade or so, India has emerged as a major player on the global economic front. To a great extent, India’s enhanced global economic importance is due to the economic reforms that were initiated in 1991. The reforms have been instrumental in creating tremendous opportunities for businesses, in particular for foreign operators. Bodies like the World Bank predict that if India can sustain its economic growth over the next decade, then it is likely to become one of the leading economies of the world. Needless to say, there are many issues that still need urgent attention — among these, development of infrastructure, control over corruption and bureaucratic red tape, opening-up of key sectors for foreign investments, political and legal reforms, enhancing employable skills in new graduates, control over increasing poverty, internal and external security, and divestments in the public sector, etc. In addition, issues related to the management of human resources have become crucial for India’s sustained economic growth. The liberalization of economic policies calls for a switch from labor intensive to more capital-intensive methods of production, and thus requires organizations...
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...Comparative study of HR Policies and Practices of Indian IT Sector: An Analysis of TCS, WIPRO, Cyberthink & Pitney Bowes - Sunita Shukla, Dr. Akshat Dubey and Dr. Savita Singh Abstract: This article provides an comparative analysis of HR practices followed by high growth IT Industry. Four major IT companies wiz. Tata Consultancy Services (TCS), WIPRO Infotech, Cyberthink infotech Pvt. Ltd., Pitney Bowes Map info were selected for the purpose of the study. HR policies and practices of these four IT companies were compared on the different HR functions i.e. recruitment and selection, selection process, training and development, performance appraisal, employee benefits and compensation management system, to analyze whether these companies resemble or differ with each other when it comes to the application of these terms into practice. Key Words: Information Technology, HR policies and practices, recruitment and selection, selection process, training and development, performance appraisal, employee benefits and compensation management system Introduction: The Indian information technology (IT) industry has played a key role in putting India on the global map and is now envisioned to become a US$ 225 billion industry by 2020. Over the past decade, the Indian IT-BPO sector has become the country’s premier growth engine, crossing significant milestones in terms of revenue growth, employment generation and value creation, in addition to becoming the global brand ambassador...
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...International HRM analyses for Haelec Products Ltd | February 25 2014 | An analyses which will allow Haelec Management Team to implement an expansion programme in terms of establishing HR Policies abroad. | Jason Clark | 1.0 Introduction Since 1990, Haelec Products Ltd has grown from strength to strength in the production and manufacturing of various products including its latest creation of the Wireless Atomic Weather Station (WAWS). The demand for this product from Institutions and Governments had lead the need for the company to look into manufacturing the product overseas to be able to keep up with demand. This increased demand has main came from countries in and around the Indian Ocean and South China Sea, so it would seem beneficial to look into these countries for the consideration of setting up a production facility there. The countries that should be looked at include:- Indonesia India China These countries make up 70% of the orders from the area, so it would make sense to set the production facility in one of these countries. At present moment the current HR Policies and Procedure have worked extremely well for the company. However, these policy and procedures are very much tailored to the UK market and when a company is looked to expand abroad it might not all be suitable to implement the same policies into the country that you are moving to. Therefore, this report looks at the various aspects a company needs to look at when considering moving...
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...International Human Resource Management | Module Tutor – Chris Collins | | | The Human Resource Management in three countries, with distinctive cultural context activities (India, Pakistan and China). Approx – 5ooo words | Deepen Gurung : u0976207 | 12/16/2010 | | IHRM 2010/11 CONTENT INTROODUCTION .............................................................................................................. 3 .*Figure 1. Typical structure of HR function in a Med-size Org ..................................... 4 .*Figure 2. Typical structure of HR department in Large-size firm ................................ 5 .* Objectives of HRM .......................................................................................................... 5 .*Table 3. Div. Of Responsibility for HR activities ........................................................... 7 .*Indian Implementation of HRM Practices ...................................................................... 8 .*Selection ........................................................................................................................... 8 .*Selection Process..................................................
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...A REPORT ON “A STUDY ON HR POLICY OF NESTLE” PROJECT REPORT SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN BUSINESS MANAGEMENT (Approved by AICTE, Govt. Of India) (Equivalent to MBA) ACADEMIC SESSION 2010 – 2012 [pic] Submitted to: - Submitted by: - Ms. Anita Singh Aakash Gaur (BM-010001) Associate professor Akash Jain(BM-010013) HRM Ankur Dixit (BM-010026) Deepak Sharm (BM-010046) Dharmesh Kr. Gautam(BM-010048) INSTITUTE OF MANAGEMENT STUDIES LAL QUAN, GHAZIABAD [pic][pic][pic][pic] Nestle-India-Mulls-To-Invest-Rs-350-Crore-To-Set-Up-New-Production-Facility ACKNOWLEDGEMENT We are highly grateful to our project mentor Prof. SANJAY MANGLA and Dr. S.R. Dash for his continuous support, supervision, motivation and guidance through out the tenure of our project in spite of his hectic schedule. he truly remained driving spirit in our project and his experience gave us the light in handling our research project and helped us in clarifying the concepts, requiring knowledge and perception, handling critical situations and in understanding the objective of our work. We will also not forget to thank all our faculty members and our friends who helped us in all the ways they could. Thanks to all. We would also like to express our heartiest thanks to all the respondents who took time for answering our questions INSTITUTE OF MANAGEMENT...
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...ByeongHo Hwang (Terry) SP14 BUSMHR-4321: International Labor HR Professor Tashlin Lakhani February, 18, 2014 Case Memo : Honda in India (Saini 2006) <Question 1-1> Prior to March 2005, what was the overall business and HR strategy (or philosophy) at Honda Motorcycles and Scooters India (HMSI)? To begin with, the human resource policies of HMSI were influenced by the philosophy of its parent company, HMCL. As a result, HMSI had adopted fundamental beliefs and values from HMCL. There were two core beliefs: “Respect for individual differences” and “Three Joys”. First of all, HMSL had thought that individual contribution would be one of main keys for the company’s success, so they especially considered the independence of spirit and freedom, equality, and respect for human beings. Moreover, HMSL had focused each individual’s capacity to think, to reason and to dream. Second, in alignment with the philosophy of its parent company, HMSL had also accomplished the concept, called Three Joys: the joy of buying, the joy of selling, and the joy of manufacturing. This idea was used to in order to help staff and workers become happy from their daily work. <Question 1-2> What HR policies and management practices were in place and were they consistent with the overall strategy? HMSL had HR policies and management practices, such as performance appraisal system, works committee and employee welfare. First of all, the promotion opportunities for workers ranged from...
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...STRATEGY FOLLOWED BY INSTITUTIONAL BUSINESS DIVISION OF NIPPO BATTRIES FOR GROWTH OF THEIR BUSINESS IN INDIAN MARKET Summer Internship Project Report Submitted towards Partial Fulfillment Of Post Graduate Diploma In Management (Approved by AICTE, Govt. of India) Academic Session 2010-2012 [pic] Submitted By: DEEPAK SHARMA BM-010046 Under the Guidance of : Industry Guide Faculty Guide CHANDAN MISHRA Dr. S.R. DASH SALES OFFICER- INSTITUTIONAL SALES GUEST FACULY NIPPO BATTERIES LIMITED IMS GHAZIABAD Nestle-India-Mulls-To-Invest-Rs-350-Crore-To-Set-Up-New-Production-Facility ACKNOWLEDGEMENT We are highly grateful to our project mentor Prof. SANJAY MANGLA and Dr. S.R. Dash for his continuous support, supervision, motivation and guidance through out the tenure of our project in spite of his hectic schedule. he truly remained driving spirit in our project and his experience gave us the light in handling our research project and helped us in clarifying the concepts, requiring knowledge and perception, handling critical situations and in understanding the objective...
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...Abstract Purpose: The purpose of this report is to study the HR Policies and practices in Stock broking Firms in Investment financial Sector. Methodology: in this study, we intended to assess the HR policies and practices in stock broking companies. Primary data based on three stock broking firms and secondary data based on 10 research paper were analyzed to assess HR policies and practices by stock broking firms. For this study, many factors are consider for further analyzed like recruitment, selection, induction, learning & development, performance appraisal, career progression, rewards, employee recreation. The sample analysis analyzed is constituted of stock broking companies listed on the one of the stock exchange in India. Findings: In stock broking firms, they are used pre-define structure for recruitment and selection. They are also followed all the HR practices and policies which applicable in finance industry as well as other industry. Research limitation: This report is only focused on one sector (investment) and in investment sector only considered 3 stock broking firms for this study. Most of head of the HR manager were in Mumbai, so the collected of the data from subordinate HR managers or rather HR executives. Introduction: HRM contributes to organizational performance in different ways: through sound functional basics, through effective realignment when the external environment changes; and by building an organizational context to that the...
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...| Introduction 4. Illustrate and explain each of the eight steps in the HR Scorecard approach to creating human resource management systems. Chapter 3 The Manager’s Role in Strategic Human Resource Management Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e The Strategic Management Process Business Vision and Mission • Strategic Management 3–2 • Vision A general statement of an organization’s intended The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment. direction that evokes emotional feelings in organization members. • Strategy • Mission A chosen course of action. Spells out who the company is, what it does, and where it’s headed. • Strategic Plan How an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 3–3 Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human...
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...Management Practices: A Case Study of South Asian Countries Rafique Ahmed Khan Faculty of Management Science Bahria University Karachi, Pakistan Mohammad Khasro Miah School of Business North South University Dhaka, Bangladesh Amir Manzoor Faculty of Management Science Bahria University Karachi, Pakistan ABSTRACT Purpose: The central point of this study was to demonstrate the similarity and difference of Human Resource Management (HRM) practices amongst the countries in South Asia. Through this paper, an in-depth study was undertaken to evaluate the validity of existing HRM practices in South Asian (SA) countries. An effort was made to examine the influences from the economic emergence in South Asia, force of colonization, historical panorama, cultural similarities and dissimilarities, legal, economic and political factors causing the change.. Methodology/Sampling: The study is based on secondary data collected through extensive research on present and past literature available on the topic. Findings: HRM is in a reforming process towards the development of organizational transformation in South Asia. In addition, contextual and contingency factors are determining the outcome of restructuring HRM practices in South Asia, identified as FDI, foreign MNCs’ influence, and bilateral relations among the SAARC members. Practical Implications: Due to cultural impediments, organizations are finding it difficult to implement modern HRM practices in true letter...
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...A) Situating Since 1975, Human resource department has been developed in India. At that time, the primary objective of Human Resource department was to promote competence-building and work motivation. By the mid 80’s most of the organizations in India had established, fully fledged HRD departments. After that, most of the companies started their HRD departments for improving their business. In the past, the performance of the firm was expected to high corporate success by companies and its shareholders. So most of the organization was focused on achieving their shareholder satisfaction and improving the quality of their product. At the same time, most of the companies have been taking a lot from the natural environment such as land, minerals,...
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...Professor M Srimannarayana for providing us with this learning opportunity and for being a constant source of insightful guidance for us in all matters related to the field of Human Resource Management, which we have just been exposed to. We would also like to thank the HR Professionals from various companies, with whom we interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ............................................................................................................. 5 HR SIZE: HR Staff Ratio................................................................................................................... 13 HR STATUS ........................................................................................................................................ 14 CONCLUSION...
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...qualitative study Fang Lee Cooke Department of Management, Monash University, Melbourne, Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. Design/methodology/approach – The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding. Findings – The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value-addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially. Compared with their Chinese counterparts, the Indian managers are much more familiar with the notion of diversity...
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...2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5.1 5.2 5.3 5.4 5.5 5.6 III IV V LANGUAGE: KANNADA/SANSKRIT/URDU/TAMIL/ TELUGU/ADDITIONAL ENGLISH/ MARATHI/HINDI ENGLISH BUSINESS ECONOMICS FUNDAMENTALS OF ACCOUNTING BUSINESS MANAGEMENT BUSINESS MATHEMATICS TOTAL LANGUAGE: KANNADA/SANSKRIT/URDU/TAMIL/ TELUGU/ADDITIONAL ENGLISH/ MARATHI/HINDI ENGLISH BUSINESS STATISTICS FINANCIAL ACCOUNTING ORGANISATIONAL BEHAVIOUR BUSINESS ENVIRONMENT TOTAL BUSINESS COMMUNICATION HUMAN RESOURCE MANAGEMENT MARKETING MANAGEMENT CORPORATE ACCOUNTING SERVICES MANAGEMENT INTERNATIONAL BUSINESS INDIAN CONSTITUTION TOTAL BUSINESS RESEARCH METHODS BUSINESS LAW COST ACCOUNTING FINANCIAL MANAGEMENT PRODUCTION & OPERATIONS MANAGEMENT LAW AND PRACTICE OF BANKING COMPUTER FUNDAMENTALS TOTAL INCOME TAX STRATEGIC MANAGEMENT MANAGEMENT ACCOUNTING COMPUTER APPLICATION IN BUSINESS PROJECT MANAGEMENT ENTREPRENEURIAL DEVELOPMENT TOTAL 04 04 04 04 04 24 04 90 90 90 90 90 540 90 10 10 10 10 10 60 10 100 100 100 100 100 600 100 04 04 04 04 04 24 04 04 04 04 04 04 04 28 04 04 04 04 04 04 04 28 04 04 04 04 04 04 24 90 90 90 90 90 540 90 90 90 90 90 90 90 630 90 90 90 90 90 90 90 630 90 90 90 90 90 90 540 10 10 10 10 10 60 10 10 10 10 10 10 10 70 10 10 10 10 10 10 10 70 10 10 10 10 10 10 60 100 100 100 100 100 600 100 100 100 100 100 100 100 700 100 100 100 100 100 100 100 700 100 100 100 100 100 100 600 1 VI 6.1 6.2 6.3 6.4 6.5 6.6 MANAGEMENT INFORMATION SYSTEM...
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