Multinational companies in India
ABSTRACT This article presents the changes in the government policy concerning multinational companies (MNCs) since liberalisation in 1991. It also presents an overview of the structure of MNCs in India and the attitude and apprehensions of domestic businesses concerning MNCs. Issues relating to employment, wages, working conditions, unionisation, collective bargaining, industrial relations, social security, human resource development and the perceptions of the social partners concerning ILO declaration on social policy and code of conduct in respect of MNCs in India have been discussed. The paper concludes with the assertion that India has opened up its economy with far less discrimination than most other countries, including the Far East and South East Asian economies at their commensurate state of development. It was observed that MNCs have grown in India and Indian businesses are also growing into MNCs. The practices of MNCs cannot be considered unique as some of the domestic private businesses also were seen to be pursuing the same.
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ABSTRACT: The aim of this paper is first, to review and understand major modern HRM challenges in India, secondly, to argue that the underlying ailment is the way organizations and employees respond to these challenges, and lastly to discuss how positive psychology can play a healing role. The paper describes how major issues faced by HRM can be addressed by adopting the tenets of positive psychology to align HR with the changes that are happening in the workplace and the economy. Further, it is explained that resilience, subjective well-being, hope and optimism would be able to demonstrate as a utilitarian capacity to accommodate emerging trends. The paper suggests a fundamental rethink to HRM issues and offers application of positive psychology as a feasible solution. This paper could be useful to design HR policies and interventions in a more thoughtful manner. It is revealed that positive psychology has the potential to make a difference and thus, more empirical research is suggested.Procedia - Social and Behavioral Sciences 05/2014; 133:141–150. DOI:10.1016/j.sbspro.2014.04.178
The International Journal of Human Resource Management 03/2012; 23(5). DOI:10.1080/09585192.2012.651295 · 0.93 Impact Factor
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ABSTRACT: Competitive advantage has become the primary imperative for firms operating in an increasingly dynamic global marketplace, and may best be viewed through the dual prisms of strategic management and strategic human resource management (SHRM) theories. The adoption of a strategic business partner role by human resources (HR) has considerable potential to contribute to the strategic agility that firms require to successfully compete globally. This paper reports on a qualitative study of senior Indian managers' perspectives of these issues. It reinforces the importance of strategic agility, the need for close alignment between business and HRM strategies, and the growing emergence of a strategic business partner role for HR professionals in the Indian context. These findings have implications for researchers, senior managers and their HR specialists.Asia Pacific Journal of Human Resources 10/2013; 51(4). DOI:10.1111/1744-7941.12004 · 0.86 Impact Factor