Indian Journal of Industrial Relations: Economics & Social Dev.

P. Premalatha ¹

Affiliations
1 Centre for Human Resource Management and Labor Relations, School of Management and Labor Studies, Tata Institute of Social Sciences (TISS), Deonar, Mumbai 400088, IN

Abstract

This study highlights that retention is possible not so much by HR strategies but by line strategies. The paper discusses the role of line managers in retaining knowledge workers in the Indian Information Technology (IT) Services industry using grounded theory research design. The research is based on in-depth interviews with sixteen line managers, eighteen employees, ten human resource management professionals and eight top management officials using purposeful and theoretical sampling. Results of the study highlight the experiences of employee-manager relationships in understanding the research phenomenon.

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P. Premalatha ¹, Srinath Jagannathan ²

Affiliations
1 Centre for Human Resource Management and Labor Relations, School of Management and Labor Studies, Tata Institute of Social Sciences, Mumbai- 400088, IN
2 OB& HRM Area, Indian Institute of Management, Indore 453556., IN

Abstract

This article adopts an assessment center (AC) methodology to understand how the industrial relations (IR) competencies of HR professionals in their early career are evolving. We find that IR competencies are correlated with several other competencies which are essential for professional success. However, IR competencies lag behind the others. It is argued that the erosion of IR competencies embodies a loss of civility in organizations. This loss of civility is closely associated with the proliferation of functionalist and instrumental discourses which severely corrode dialogical possibilities in organizations.

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