Human Capital Creation: Innovative Practices by an Indian Bank

2014 ◽  
Vol 3 (2) ◽  
pp. 195-205
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Employee Retention ◽  
Industrial Relations ◽  
Working Environment ◽  
Organizational Behaviour ◽  
Hr Practices ◽  
Hr Management ◽  
Management Students ◽  
Conducive Environment

Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.

scholarly journals Sustainable Competitive Advantage Needs Green Human Resource Practices: A Framework for Environmental Management

2018 ◽  
Vol 22 (3) ◽  
pp. 424-442 ◽  
Author(s):  
Lívia Almada ◽  
Renata Borges
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Human Resource ◽  
Pollution Prevention ◽  
Future Research ◽  
Organizational Sustainability ◽  
Sustainable Competitive Advantage ◽  
Integrative Framework ◽  
Hr Practices ◽  
Hr Management

Abstract The aim of this theoretical essay is to analyze the role of human resource (HR) management to achieve organizational sustainable competitive advantage (SCA), through the Natural Resource Based View (NRBV) perspective. We performed an exploratory-descriptive bibliographic research. We first provide key definitions to identify SCA, such as sustainability, sustainable development, and organizational sustainability. We then developed a theoretical framework integrating HR practices with NRBV strategies (pollution prevention, product stewardship, and sustainable development) in order to achieve SCA. As results, a set of propositions regarding HR management and sustainability are offered to be empirically analyzed in future research. The major contribution of this study is to offer an integrative framework of HR practices and NRBV strategies. This paper also adds value to managers by presenting ways to implement HR management for organizational sustainability achievement.

The Impact of Blockchain Technology on Human Resource Management

2022 ◽  
pp. 136-151
Author(s):  
Erhan Atay ◽  
Jane L. Y. Terpstra Tong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Dark Side ◽  
Credit Score ◽  
Hr Practices ◽  
Blockchain Technology ◽  
Hr Management ◽  
The Impact ◽  
Score Systems

Blockchain technology could be extended to benefit human resource (HR) practices. With the lack of definitions and best practices in the literature on the applicability of blockchain in HR, there is a need to define the terms related to blockchain technology and its possible applications in HR. In addition, it is also important to address the downside and dark side of adopting blockchain in HR practices. This chapter aims to review the developing literature on blockchain technology, relate concepts to HR practices, present a model for applying blockchain technology in transforming HR practices, and explain the limitations and disadvantages of using blockchain technology in HR management. The chapter also contains two cases that illustrate the applicability issues of blockchain technology based upon the USA's credit score systems and Turkey's e-government application.

The bank that likes to say yes to expansion

2014 ◽  
Vol 22 (4) ◽  
pp. 12-15
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana
Keyword(s):  
Organizational Behavior ◽  
Industrial Relations ◽  
Working Environment ◽  
Structured Interviews ◽  
Content Type ◽  
Hr Management ◽  
To Come ◽  
Indian Banks ◽  
Hr Managers ◽  
Practical Implications

Purpose – The purpose of this paper is to identify the steps taken by human resource (HR) managers at India’s Yes Bank to enhance employee retention and to create an environment conducive to growth. Design/methodology/approach – Information gathered from semi-structured interviews has been presented. Findings – This paper reveals how Yes Bank has transformed its working environment through innovative HR practices. Practical implications – The approach adopted by an emerging Indian bank to address various HR issues has been detailed, and it is shown how the bank responded to changes and challenges in the internal and external environments. Social implications – This paper explains that Indian banks are about to come under increasing competitive pressure, as limits on foreign direct investment are relaxed. Originality/value – This paper provides plenty to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

Human Resource Practices and Firm Performance in China: The Moderating Roles of Regional Human Capital Quality and Firm Innovation Strategy

2015 ◽  
Vol 11 (2) ◽  
pp. 237-261 ◽  
Author(s):  
Xiaobei Li ◽  
Xin Qin ◽  
Kaifeng Jiang ◽  
Sanbao Zhang ◽  
Fei-Yi Gao
Keyword(s):  
Human Capital ◽  
Firm Performance ◽  
Human Resource ◽  
Business Strategy ◽  
Innovation Strategy ◽  
Performance Study ◽  
Firm Level ◽  
Capital Theory ◽  
Hr Practices ◽  
Capital Development

ABSTRACTWe conducted two studies to investigate the contingent role of regional human capital quality (i.e., the knowledge, skills, and abilities of the collective workforce in a region) in the relationship between firm-level human resource (HR) practices (i.e., practices focusing on employees’ human capital development) and firm performance in China. Drawing upon human capital theory, we hypothesized that the human capital–enhancing HR practices and regional human capital quality have a substitutive effect on firm performance. Study 1 uses a World Bank survey of 9,125 firms in 30 provinces. We found that the human capital–enhancing HR practices relate more strongly to firm performance when regional human capital quality was lower than when it was higher. Study 2 used a sample of 203 firms across seven provinces. We found similar results. We further hypothesized and found that the substitutive effect of regional human capital quality was stronger when a firm adopted an innovation strategy. Our findings provide new evidence for the contingency perspective of strategic HR management and highlight the importance of matching HR practices with local labor quality conditions and the business strategy of the firm.

HUMAN RESOURCE PRACTİCES AND HUMAN CAPİTAL: EVİDENCE FROM INDİAN MANUFACTURİNG SECTOR

2021 ◽  
Vol 6 (11) ◽  
pp. 385-392
Author(s):  
Ajay Solkhe ◽  
Devender Singh Muchhal ◽  
Vikram Singh
Keyword(s):  
Human Capital ◽  
Performance Evaluation ◽  
Human Resource ◽  
Crucial Role ◽  
Manufacturing Sector ◽  
Evaluation Process ◽  
Vital Role ◽  
Hr Practices ◽  
Business Goals ◽  
Indian Manufacturing Sector

Human Capital plays the most vital role to any organization for achieving diversified business goals in today’s scenario. Also, the HR practices followed in Indian organization plays a very crucial role for the organizational success. The present study was designed to study the nature and pattern of relationship between Human Capital and HR practices (Compensation, Performance Evaluation process & promotion) of the employees working in manufacturing sector. Questionnaires consisting of 19 items (Human Capital) and 15 items (HR Practices) were used. The findings of the present study reveals that Human Capital followed in Indian Industry are correlated positively with the HR Practices.

scholarly journals A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity

2018 ◽  
Vol 45 (7) ◽  
pp. 3009-3034 ◽  
Author(s):  
Tom J. M. Mom ◽  
Yi-Ying Chang ◽  
Magdalena Cholakova ◽  
Justin J. P. Jansen
Keyword(s):  
Human Resource ◽  
Self Efficacy ◽  
Motivational Orientation ◽  
Organizational Ambidexterity ◽  
Multilevel Data ◽  
Top Down ◽  
Senior Managers ◽  
Integrated Framework ◽  
Hr Practices ◽  
Hr Management

Research on strategic human resource (HR) management and organizational ambidexterity has assumed that organizational ambidexterity originates from operational managers that pursue both exploratory and exploitative activities. Yet, multilevel insights are absent about how and through which mechanisms HR practices may actually facilitate operational manager ambidexterity and how their ambidexterity may result into organizational ambidexterity. Our multisource and multilevel data from 467 operational managers and 104 senior managers within 52 firms reveals that the top-down effects of ability- and motivation-enhancing HR practices on operational manager ambidexterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation. Furthermore, we find that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices. With that, our study provides important new multilevel insights into the effectiveness of strategic HR systems in supporting individual and organizational ambidexterity.

scholarly journals HR Practices and Employee Retention in the Banking Sector of Pakistan

2020 ◽  
Vol 6 (3) ◽  
pp. 787-798
Author(s):  
Muhammad Aleem ◽  
Zulfiqar Ahmad Bowra
Keyword(s):  
Employee Retention ◽  
Banking Sector ◽  
Simple Random Sampling ◽  
Job Security ◽  
Working Environment ◽  
Foreign Banks ◽  
Major Objective ◽  
Hr Practices ◽  
Security Training ◽  
Research Findings

Purpose: Human Resource is one of the most valuable resources in any organization and its contribution is massive everywhere in the world.  Human Resources (HR) practices can be helpful to retain valued employees. This study examines the role and association between HR practices and employee retention. HR practices include training & development, compensation, job security, working environment, leadership and culture & policies. Major objective of this study is indentfiy the roele and effect of HR practices on employee retention in banking sector of Pakistan.   Design: The population of this study consists of 8 major banks of Pakistan including public, private, Islamic and foreign banks.  The mixed-method was employed to get the data through interviews and questionnaires. Simple random sampling and stratified random were used for interviews and questionnaires respectively. Findings: Findings of the study indicate that compensation; job security, training & development, working environment and leadership practices have a significant association with employee retention. These variables also play a very imperative role in employee retention except job security. The culture & policies have no significant association and role on employee retention. Value: The research findings may help the policymakers to prioritize the areas of instant concerns and invest resources as per the local requirement of staff for their retention in the banking sector of Pakistan.

scholarly journals Retention Management Of Critical (Core) Employees A Challenging Issue Confronting Organisations In The 21st Century

2011 ◽  
Vol 3 (2) ◽  
Author(s):  
Janet Chew ◽  
Lanny Entrekin
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Management Practices ◽  
Attrition Rate ◽  
New Paradigm ◽  
High Performing ◽  
Hr Practices ◽  
Expert Opinions ◽  
Critical Skills ◽  
Hr Managers

Employee retention is one of the challenges facing many business organisations today. Many industries are afflicted with high demand for specialised employees and are also suffering high levels of turnover. We have moved into a knowledge-based society where human capital is considered a key resource and a competitive business advantage. The high attrition rate of critical (core) employees is costly to corporations. Loss of these high talent employees results in the stripping of valuable human capital, critical skills and institutional memory. Consequently, companies are giving increased attention to ways of retaining their high performing employees rather than relying on costly replacement and retraining. New paradigm companies recognise that an important element in business management practices is the need to successfully motivate and retain employees who survive organisational restructuring, downsizing, consolidation, reorganising or re-engineering initiatives. This paper examines the current human resource practices on the retention of core employees in twelve Australian organisations. It explores the relationship between human resource (HR) practices and retention and further identifies the elements of HR practices, which strongly influence the decision for core employees to stay. It is part of a three phased study and the methodologies discussed in this paper consist of a) a Delphi survey of expert opinions and b) an in-depth interview of HR Managers of organisations. Results from this study will assist in the development of an effective HRM retention program for organisations. Businesses can successfully keep critical employees with a total retention strategy and HR programs to support it.

scholarly journals HRM Practices and Intellectual Capital Architecture: Fostering Ambidexterity in MNCs

2018 ◽  
Vol 22 (1) ◽  
pp. 115-132 ◽  
Author(s):  
C. Lakshman ◽  
Olivier Dupouët ◽  
Tatiana Bouzdine-Chameeva
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Intellectual Capital ◽  
Organizational Ambidexterity ◽  
Organizational Capital ◽  
Hrm Practices ◽  
Hr Practices ◽  
Resource Perspective

Organizational ambidexterity has been well researched. Yet, the human resource perspective on this is non-existent. We contribute by providing an empirical understanding of HRM practices at a large MNC encompassing both structural and contextual ambidexterity. Our revelatory case design provides an in-depth investigation of a French MNC. Findings suggest that an intellectual capital configuration, with relatively high levels of human, social, and organizational capital respectively is essential for fostering ambidexterity. Additionally, both a human-capital enhancing HR system and an administrative HR system aids ambidexterity. We discuss the intellectual capital architecture, HR practices, theoretical contributions, limitations, and directions for further research.

scholarly journals QUALITY OF HUMAN RESOURCE INFORMATION SYSTEMS AT COMMERCIAL BANK OF ETHIOPIA (A CASE STUDY OF DESSIE DISTRICT AT DESSIE, ETHIOPIA)

2016 ◽  
Vol 4 (4) ◽  
pp. 31-41
Author(s):  
Ponduri SB
Keyword(s):  
Information Systems ◽  
Human Resource ◽  
Commercial Bank ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Workforce Planning ◽  
Middle Level ◽  
Working Environment ◽  
Research Approach ◽  
Resource Information

Information systems are the back bones of every organization in the modern era of business management. It is inevitable for these organizations to use information system so as to face the global competition and survive in the market. No organization and country is an exception to it. Human resources management is one of the crucial departments in every organization that uses management information systems. HR information systems help to identify potential employees, maintaining complete records on existing employees and creating programs to develop employee skills and talents. This helps the top level management to identify the future manpower requirements in order to meet the long term goals and objectives, middle level management to monitor, analyze the recruitment, promotion, allocation and compensation and lower level management to track the recruitment and placements. HRIS can also support various human resource practices such as workforce planning, staffing, salary, compensation forecasts, budgets and industrial relations. The current research is mainly focused on human resource information systems (HRIS) perception and effectiveness. The required data was collected through primary and secondary sources. The research approach is both quantitative and qualitative. A sample of 100 respondents working in different department of commercial bank of Ethiopia, Dessie district were taken for the study.  The findings of this research results in employees are satisfied with salary, job position, promotion scheme, and working environment but worried about the system about information sharing of human resource and their difficulty to store, retrieve, share and maintain information.

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