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Srimannarayana, M.
- Line & HR Conflict: Some Empirical Insights
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1 XLRI, Jamshedpur 8310 001, IN
1 XLRI, Jamshedpur 8310 001, IN
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Indian Journal of Industrial Relations: Economics & Social Dev., Vol 47, No 4 (2012), Pagination: 700-716Abstract
Human resource management (HRM) is carried out with the active involvement of line managers and HR department in an organisational context. The present study aims at assessing the sources of conflict between HR department and line managers. Based on the information collected from 210 line managers, the study concludes that promotion decisions, salary, employee transfers, managing attrition, and handling employee grievances are the top five sources of conflict between HR department and the line managers. Overall, it is observed that there is a moderate level of conflict between HR department and line managers. The study further finds differences in the sources of conflict based on nature of business, ownership, functional areas, and level of management of line managers.
References
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- Srimannarayana, M. (2010), “Line Management Responsibility in HRM: An Empirical Study”, The Indian Journal of Industrial Relations, 45(3): 470 – 80.
- Srimannarayana, M. (2010), “Training and Development Practices in India”, Indian Journal of Training and Development, XXXX (4): 34 -42.
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- Ulrich, D.& Brockbank, W. (2005), The HR Value Proposition, Boston: Harvard Business School Press.
- Human Resource Roles in India
Abstract Views :235 |
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Authors
Affiliations
1 XLRI, Jamshedpur 8310 001, IN
1 XLRI, Jamshedpur 8310 001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 1 (2010), Pagination: 88-99Abstract
The purpose of the study is to find out the human resource (HR) roles in India replicating the model for multiple roles proposed by Conner and Ulrich (1996). Based on the data collected from 293 managers - both HR and non-HR, the study concludes that HR is playing predominately administrative expert and employee champion roles now. But in future its predominant roles will be as a strategic partner and a change agent. The study finds that the overall quality of delivery of HR services is going to be increased. Further, no significant difference is established about the HR roles between manufacturing, service and software organisations.References
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- Line Management Responsibility in HRM: An Empirical Study
Abstract Views :251 |
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Authors
Affiliations
1 Xavier Labour Relations Institute (XLRI), Jamshedpur 8310 001, IN
1 Xavier Labour Relations Institute (XLRI), Jamshedpur 8310 001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 45, No 3 (2010), Pagination: 470-480Abstract
This study makes an attempt to assess the level of responsibility of line managers in HR activities. The information is collected from 176 line managers. Its analysis indicate that line managers have moderate responsibility for HRM. However their level of responsibility appears to be more in performance management and training and development related activities and less in compensation related activities. The study identifies significant difference in certain HR activities of line managers based on the nature of business, ownership of the organisations, the length of services and functional area of line managers.References
- Beer, M., Spector, B., Lawrence, P., Mills, D., & Walton, R. (1985), Human Resources Management: A General Manager’s Perspective, New York, Free Press.
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- Brewster, C. & Larsen, H.H. (1992), “Human Resource Management in Europe: Evidence from Ten Countries”, International Journal of Human Resource Management, 3 (3): 409–34.
- Brewster, C. & Larsen, H.H. (2000), “Responsibility in Human Resource Management: The Role of the Line,” in Brewster, C. & Larsen, H.H. (Eds), Human Resource Management in Northern Europe: Trends, Dilemmas and Strategy, Oxford, Blackwells.
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- Jackson, S. & Schuler, R.S. (2000), Managing Human Resources: A Partnership Perspective, Ohio: South-Western College Publishing.
- Larsen, H. H. & Brewster, C. (2003), “Line Management Responsibility for HRM: What is Happening in Europe?” Employee Relations, 25 (3): 228-44.
- McGovern, P., Gratton, L., Hope-Hailey, V., Stiles, P. & truss, C. (1997), “Human Resource Management on the Line?” Human Resource Management Journal, 7: 12-29.
- Perry, E. L. & Kulik, C. T. (2008), “The Devolution of HR to the Line: Implications for Perceptions of People Management Effectiveness”, The International Journal of Human Resource Management, 19(2): 262- 73.
- Pigors, P. & Myers, C. A. (1973), Personnel Administration: A point of View and a Method, Tokyo: McGraw-Hill, 24-39.
- Renwick, D (2003),”Line Manager Involvement in HRM: An Inside View,” Employee Relations, 25 (3): 262-80.
- Measurement of Human Resource Activities in India
Abstract Views :289 |
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Authors
Affiliations
1 Xavier Labour Relations Institute (XLRI), Jamshedpur-8310 001, IN
1 Xavier Labour Relations Institute (XLRI), Jamshedpur-8310 001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 45, No 2 (2009), Pagination: 265-276Abstract
The human resource (HR) function in organisations has evolved and matured to a substantial degree in India. HR budgets are increasing in most of the organisations. Subsequently, accountability in human resource management has emerged as an important trend. HR departments have started making attempts to measure the contri-bution of HR. In this background, the present study has been undertaken to identify measures of HR activities in India. Based on the information collected from 109 HR professionals across India, the study found that the attempts in Indian industry to measure the HR activities improved from a limited extent to a significant extent. But the focus of measurement is largely on traditional HR measures and not on business impact measures.References
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- Human Resources Development Climate in India
Abstract Views :683 |
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Authors
Affiliations
1 Xavier Labour Relations Institute (XLRI), Jamshedpur 831001, IN
1 Xavier Labour Relations Institute (XLRI), Jamshedpur 831001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 44, No 2 (2008), Pagination: 248 -255Abstract
The study was aimed at assessing the extent of human resources development (HRD) climate prevailing in Indian organisations. The information collected from 1905 employees working in 42 organisations covering manufacturing, service and IT sectors in India forms the basis for the study. It was found that the HRD climate prevailing in the organisations in India was only moderate. In comparison, the HRD climate in manufacturing sector was better than in the service sector.References
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- Human Resource Competencies as Perceived by Executives
Abstract Views :205 |
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Authors
Affiliations
1 XLRI, Jamshedpur, Jharkhand, IN
1 XLRI, Jamshedpur, Jharkhand, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 49, No 2 (2013), Pagination: 298-313Abstract
The competitive business environment generates a wide variety of issues and challenges to Human Resource Management (HRM). HR professionals need to demonstrate required competences to address the issues and challenges. The purpose of this study is to find out the extent of demonstration of HR competencies by HR professionals while discharging their roles and responsibilities. The data collected from 594 executives representing different organisations in India, using a questionnaire, forms the basis for the study. The study finds that HR professionals often demonstrate credible activist competency. However, business ally and strategy architect are the development needs of HR professionals.Keywords
No Keywords- Designing New Employee Orientation Programs: An Empirical Study
Abstract Views :178 |
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Authors
Affiliations
1 XLRI, Jamshedpur, IN
1 XLRI, Jamshedpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 51, No 4 (2016), Pagination: 620-632Abstract
The present study is aimed at exploring the policies and practices relating to designing new employee orientation programs in corporate companies in India. Based on the information collected from 46 organizations, the study found that organizations define the role of orientation program, link it with their business strategy and company culture. They assess orientation needs and design the program considering their organizational values and culture. The program design features predominantly team building activities and plant/ workplace visits. It incorporates multiple methods of delivery such as group orientation, buddy program, one-to-one interaction and online modules.- From Reactions to Return on Investment:A Study on Training Evaluation Practices
Abstract Views :385 |
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Authors
Affiliations
1 XLRI, Jamshedpur, IN
1 XLRI, Jamshedpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 53, No 1 (2017), Pagination: 1-20Abstract
Training evaluation continues to be a challenge for workplace learning and development professionals. Based on the information from 104 organizations across the country, this study explored the training evaluation practices in India. The findings indicated that when compared to the past, significant progress was made at different levels of training evaluation such as reactions, learning, job application, business results and ROI calculation. However, there was a declining trend in the percentage of programs taken up from reactions level to ROI level. Lack of support, resources, time, and cost associated with evaluation, difficulty in accessing right data, and lack of expertise on the part of learning professionals were the main reasons for not evaluating training at higher levels.References
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- Srimannarayana, M. (2010),’”Training and Development Practices in India”, Indian Journal of Training and Development, XXXX: 34-42.
- Srimannarayana, M. (2011), “Measuring Training and Development”, Indian Journal of Industrial Relations, 47: 117-25.
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- Organizational Justice Perceptions in the Process of Nominations to Training Programs
Abstract Views :149 |
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1 XLRI, Jamshedpur, IN
1 XLRI, Jamshedpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 52, No 2 (2016), Pagination: 230-245Abstract
This study assesses the extent of organizational justice perceptions of employees in the nomination process to training programs. The sample consisted of 150 executives working in different organizations in India. It was found that there was favorable justice perception among the respondents in the training nomination process. The construct of interpersonal justice was predominately associated with training nominations. Levels of management in their organizational hierarchy and their experience were associated with justice perception. There were no significant differences in justice perception of executives based on their nominations to functional or behavioral programs, duration of the programs and in-house or outstation programs. There was positive correlation between perception of organizational justice and training outcomes such as satisfaction with training.- Training Professionals:Their Profile, Career & Viewpoints
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Authors
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1 XLRI, Jamshedpur, IN
1 XLRI, Jamshedpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 52, No 3 (2017), Pagination: 469-483Abstract
This study analyses the profile of training professionals and presents their viewpoints on the emerging trends in training. The information collected from 185 training professionals, by administering a questionnaire, has formed the basis for the analysis. The predominant role of these professionally qualified trainers is to manage learning programs. Career-wise, they are satisfied. Their nature of work, learning opportunities, compensation and rewards, and career advancement opportunities are at par with any other professionals in their respective organizations. They believe that linking learning to performance, closing skill gaps, and front line leadership will have the most influence on talent development.- Creating a Culture of Learning in the Workplace:An Exploratory Study
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1 XLRI, Jamshedpur, IN
1 XLRI, Jamshedpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 4 (2019), Pagination: 657-676Abstract
This study attempts to assess the employees’ perceptions of learning culture prevailing in different organizations in India. The data collected from 236 human resource and training and development professionals working in different organizations form the basis for the study. The study found that there is moderate level of learning culture existing in the organizations. 36.50% of the organizations demonstrated a high or very high learning culture. There is no significant difference in the learning culture prevailing in the organizations based on the nature of business, organizational size, and their geographical orientation. Integrating talent management system with learning and development, increased support of learning and development function and organizational leaders would help in enhancing the learning culture.References
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1 Professor, XLRI, Jamshedpur, IN
1 Professor, XLRI, Jamshedpur, IN