SDMIMD Journal of Management

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Strategic Human Resource Management: The Calibrated Catalysts for Indian IT-SMEs Performance Optimization


Affiliations
1 School of Commerce, REVA University, Bengaluru, India
2 REVA University, Bengaluru, India
 

In last few years, the emergence of globalization and liberalization across the world has enabled globaleconomies to explore and create more business opportunities to meet rising Information Technology (IT) or software related demands. In any economy ‘Small and Medium Size (SME’s) enterprises’, especially IT firms have been playing vital role. Organizations are focussing on exploring more opportunities to achieve competitive gain and success; however, in this journey the role of human resources can’t be ignored. To achieve competitive gain firms require introducing more calibrated and optimal resource management strategies to achieve higher productivity, competitive business advantages, etc. In any firm managing human resource optimal acquisition, retention, training and retraining etc., play decisive role for productive outcome. In current competitive scenario where, different IT companies provide healthier and more competitive facilities to it employees, implementing Strategic Human Resource Management (SHRM) becomes an inevitable need. With this motivation, this research paper presents an empirical research with mixed research paradigm to study efficacy of SHRM in Indian listed IT companies. Different stakeholders including HR managers and employees of IT SMEs have been interviewed for their perception towards the need of SHRM to achieve better firm performance. This study has revealed that SHRM can play vital role in employee’s retention and quality acquisition where training and retraining can help business houses to retain undisrupted pace of growth. This eventually augments firm performance.


Keywords

Information Technology, Indian Listed Companies, Small and Medium Enterprise companies, Strategic Human Resource Management.
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  • Strategic Human Resource Management: The Calibrated Catalysts for Indian IT-SMEs Performance Optimization

Abstract Views: 279  |  PDF Views: 84

Authors

K. L. Santhosh
School of Commerce, REVA University, Bengaluru, India
M. Lokanadha
REVA University, Bengaluru, India

Abstract


In last few years, the emergence of globalization and liberalization across the world has enabled globaleconomies to explore and create more business opportunities to meet rising Information Technology (IT) or software related demands. In any economy ‘Small and Medium Size (SME’s) enterprises’, especially IT firms have been playing vital role. Organizations are focussing on exploring more opportunities to achieve competitive gain and success; however, in this journey the role of human resources can’t be ignored. To achieve competitive gain firms require introducing more calibrated and optimal resource management strategies to achieve higher productivity, competitive business advantages, etc. In any firm managing human resource optimal acquisition, retention, training and retraining etc., play decisive role for productive outcome. In current competitive scenario where, different IT companies provide healthier and more competitive facilities to it employees, implementing Strategic Human Resource Management (SHRM) becomes an inevitable need. With this motivation, this research paper presents an empirical research with mixed research paradigm to study efficacy of SHRM in Indian listed IT companies. Different stakeholders including HR managers and employees of IT SMEs have been interviewed for their perception towards the need of SHRM to achieve better firm performance. This study has revealed that SHRM can play vital role in employee’s retention and quality acquisition where training and retraining can help business houses to retain undisrupted pace of growth. This eventually augments firm performance.


Keywords


Information Technology, Indian Listed Companies, Small and Medium Enterprise companies, Strategic Human Resource Management.

References





DOI: https://doi.org/10.18311/sdmimd%2F2019%2F21493