کنتورهای ناپایدار مدیریت منابع انسانی استراتژیک در هند Shifting contours of strategic human resource management in India
- نوع فایل : کتاب
- زبان : انگلیسی
- ناشر : Emerald
- چاپ و سال / کشور: 2018
توضیحات
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت منابع انسانی
مجله بررسی منابع انسانی استراتژیک – Strategic HR Review
دانشگاه Department of Organizational Behaviour and Human Resources – India
شناسه دیجیتال – doi https://doi.org/10.1108/SHR-05-2017-0028
منتشر شده در نشریه امرالد
گرایش های مرتبط مدیریت منابع انسانی
مجله بررسی منابع انسانی استراتژیک – Strategic HR Review
دانشگاه Department of Organizational Behaviour and Human Resources – India
شناسه دیجیتال – doi https://doi.org/10.1108/SHR-05-2017-0028
منتشر شده در نشریه امرالد
Description
1. HR practices, policies and processes: from Rigidity to Flexibility In Indian organisations there is an increasing emphasis on flexible work hours, work from home and working in virtual teams. This is because of IT infrastructure improvements, which has made virtual teams and work from home possible. The second element is development of trust in context of task completion. The monitoring of employees regarding completion of task is increasingly becoming minimal. The focus is on delivery of assignment. Another benefit of flexibility is in virtual work settings, the conflicts are task oriented not relationship oriented. This helps in timely completion of assignment. 2. Matching of resources and capabilities: internal with external environmental needs Post liberalisation, globalisation and privatisation, organisations are changing its growth strategy from inorganic to organic. Adoption of inorganic growth techniques like mergers and acquisition and aligning itself to changing business needs like digitisation, is the need of the hour. Therefore, organisations have to build HR policies which will shape internal capabilities in accordance with the dynamic external environmental needs. After liberalisation, globalisation and privatisation of Indian economy in 1991, Indian firms strategically could expand its product portfolios into domestic as well as international geographical markets. Indian organisations thus had both choice and opportunities.
