In recent years, the role of human resources management (HRM) has changed from being reactive to proactive. In the contemporary business scenario, HRM plays a strategic role in an organisation's growth and sustainability and is linked with corporate planning, mergers and acquisitions, turnover and rightsizing. Over the years, HRM has asserted the importance of human assets in creating a dynamic and learning organisation to successfully compete in the globalise world. HRM is a process of bringing people and organisations together so that the goals of each other are met. Technological advances, global competition, demographic changes, information revolution and trends towards service society have changed the rules of the game significantly. In such a scenario, organisations with similar set of resources can gain competitive advantage over others only through effective and efficient management of human resources. Presently, HRM is no more an administrative function but a growth-oriented professional function. Human resources managers have to face a number of challenges for managing the modern knowledge-oriented organisations. The present book contains 17 well-researched papers which provide deep insights into various dimensions of HRM in the Indian context. Authored by academicians and practitioners in the field of HRM, these papers will provide valuable inputs to teachers, students and others interested in the subject.

Liberalization, Privatization and Globalization policy was advocated in India in 1991 under the supervision of P.V. Narasimha Rao, the then Prime Minister of India. As a consequence, the tea plantation industry was largely affected. It has confronted difficult competition because of the simplification of tariff barriers and the removal of the quantity restrictions on imports. The result of these on the share of export of Indian tea has declined, the price has plunged, and the profitability has reduced. To remain competitive in the market, tea-producing companies have been forced to reduce the various costs, especially labour costs. Due to this, tea companies are not in a position to fulfil their responsibilities such as health, safety, welfare, and working conditions to the workers. Besides, improper recruitment of labour, lack of proper training facilities, and even irregularities in payment of wages have been increased significantly. As a result, 1.2 million workers in the tea industry to sustain themselves and their families have been adversely affected. This leads to labour unrest and the industry has become vulnerable. The final impact of all these issues spreads to the quality of tea and profitability of the industry in India. This book examines the existing human resource management practices in the Indian tea industry. It adopts a simplified yet comprehensive approach to showcase workforce management in the tea industry. This book will be of value to postgraduate students, researchers, HR professionals, and policymakers in the fields of human resource management, business history, and industrial relations.

Human Resource Management (HRM) is the most challenging and exciting area within management. In the turbulent times we live in, the value of the HRM function is gaining increasing importance in managing organizations. Uniqueness of any organization is dependent on its human capital that brings in the differentiating results. How differently organizations address the HR issues is of utmost importance. This book is designed for management students across the country and line managers who have to deal with HR issues. This insightful and practical book will take the readers through the concepts to applications of Human Resource Management. Interspersed with examples from national and international organizations, the book also brings various HR aspects from countries across the globe, thus bringing in the national and international perspective to all the HR issues. Along with other contemporary and traditional chapters, the book includes the chapters on Establishment and Terms of Services, Competency-based HRM, Assessment Centre, Human Resources Accounting, and Work-life Balance and Well Being. Value-Adding Features • Preview An opening vignette introducing the HR topic, simulating the reference in context, generating interest and curiosity. • Did You Know? Has illuminations, events, and historical facts relating to the roots and evolution of HR. • Comparative Analysis Cites examples from national and multinational companies on all aspects of HRM, enabling the readers to compare the problems and solutions. • Recent Advances Feature includes changing conditions, advances in the field and emerging trends that may open up new areas or give leads for project work, studies, surveys and research. • Legal Corner A unique feature that gives insight into the national and international legal issues, framework and challenges faced by the corporates on a day-to-day basis. • Skill-building Activities Designed to tap readers' curiosity and interest, motivate and increase their eagerness to learn, provide an opportunity to expand their current range of knowledge, and test their skills with respect to the real-world issues • Case Studies Based on real situations, where conceptual knowledge has to be applied to deal with various corporate challenges.

1. Introduction to Human Resource Management, 2. Human Resource Development, 3. The Organising Function of Human Resource Management, 4. Human Resource Policies, Procedures and Programmes, 5. Strategic Human Resource Management, 6. Strategic Control, 7. Productivity and Improvement, 8. Job Analysis and Work Measurement, 9. Job Design and Ergonomics, 10. Human Resource Planning, 11. Recruitment, 12. Selection, 13. Career Planning and Development, 14. Employee Training, 15. Performance Appraisal, 16. Mobility-Transfers, Promotions and Separations, 17. Employee Compensation, 18. Job Evaluation, 19. Legislative Measures for Employee’s Compensation, 20. Employee Discipline, 21. Grievance Handling, 20. Trade Unions.

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more. How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture. In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including: Looking beyond stockholders' interests to public mission and national purpose Drawing on improvisation, adaptation, and resilience to overcome endless hurdles Identifying products and services of compelling value to customers Investing in talent and building a stirring culture The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

This book provides a comprehensive, contemporary, and critical review of the key issues in strategic human resource management in India. The focus is on the reality of "people management" in large, global companies. Establishing the effectiveness of strategic HRM with respect to organizational performance, the authors examine recent research as also provide case studies of companies operating in the country. It is an invaluable text for students, scholars, and practitioners, which will help define the complex agenda of strategic HRM in India.