Human resource transformation in India: examining the role digital human resource technology and human resource role

Purpose Human resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes. Design/methodology/approach The research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling. Findings HR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour. Originality/value HR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

HR

This case study follows the career of Robert Peters (pseudonym), a middle level manager who faces numerous challenges as a team manager during his fledgling years. He is constantly questioning his role as the managerial representative who has to take care of his team members, their interests, and professional welfare. Scenarios such as the ethicality of senior management in ordering their lower level managers to spy on the employees during unfolding of trade unions activity, employees' rights during various change processes, disciplinary actions taken on employees which may lack human compassion, and issues pertaining to equity due to bias and nepotism are explored. This is an effort to understand the unequal quotient between labor and management, hidden depths in human resources (HR) role and functions, and ethical dilemmas which HR managers confront during their corporate career. This case study will enable readers to critically reflect on the responsibilities of HR, including its challenging role as the intermediary between the labor and management.

Conflict and Stress Management in the Organization: What is HR Role in Managing This Process

The article explores the problem of managing conflicts and stresses in the organization and their impact on the organization. The article studies in detail the causes of conflicts and stress in the organization and the conditions for their prevention. The article also discusses the role of HR in the process of conflict and stress management. Knowledge about the prevention and resolution of the conflict is necessary not only to the head of the organization, but also to line managers, and even ordinary managers. As you know, conflicts and stresses can have not only negative consequences, but also give an organization an impetus for development and change. The topic of the article is relevant, as many companies are faced with the emergence of conflicts and stress in the organization, since in the conditions of interaction between people this is an integral process.

New International Human Resource Management Approaches and Multinational Enterprise Strategies

The effective implementation of international strategies (ISs) is dependent on the mobilization and management of human resources (HR) across borders. It is widely recognized that the multinational enterprise (MNE) serves as an important organizational context to explore how the design and diffusion of human resource management (HRM) policies and practices contribute to the effective development of international business (IB) strategy. Yet, to date, we know very little about how the HR function helps or hinders the implementation of an MNE’s international strategies. This chapter specifically discusses the challenges associated with MNEs managing their increasingly diverse workforces. This, we propose, will change the manner in which we think about the relationship between the HR role and the implementation of MNE strategies.

HOW HR PRACTICES AFFECT ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

The HRM and effective HR practices play an important role for promoting a committed environment and a culture of citizenship. This study is intended to explore the HRM systems’ dynamics and applied HR practices in Lebanese banks and to find their possible link with employee commitment and citizenship behavior. The primary research selected six most representative Lebanese banks. A questionnaire on employee commitment and citizenship behavior was sent to each bank’s HR officers. The questions were derived from the OCQ, ACS, CCS, NCS, and CBS. Direct positive relationship between HR and organizational commitment was not completely verified in terms of the Lebanese bank institutions. The HR-OCB relationship is much more coherent and noticeable especially when the HR role of employee champion emerges. Commitment has a strong relationship with the OCB. Lebanese banks have very promising examples of serious dynamic HRM initiatives that promote employees’ support and recognize their efforts while trying to capitalize on their competences, commitment, and displayed citizenship behaviors.

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

In light of rapid changes in technology known as Industry 4.0 (IN4.0), this study aims to examine how Indonesian employees perceive the HRM function is being implemented in their organizations using the Ulrich Multiple Roles of HR model, and whether they believe the HR roles are effective to address the challenges of IN4.0. Cross-industry data was collected from 160 respondents representing five priority industries: food and beverages, automotive, electronics, textiles, and chemicals. Through descriptive and factor analysis, results show that the HR function in Indonesia is still widely administrative in nature, and being an agent of change is the least performed HR role. In addition, the results indicated that the HR roles in Indonesia are changing towards a more strategic direction even though the change is slow. HR practitioners must heed the expectations of employees to ensure there are interventions that can be implemented to prepare human capital for IN4.0. This is the first type of research that examined how Indonesian employees perceive the HR roles in Indonesian industries are being performed, adding to the scant literature on HR roles in an Indonesian context, and addressing the need for relevant studies on the impact of IN4.0 and HR roles.

HR Journey in a Family-owned Business: The Evolved Owner Makes a Difference

What does it take for a family-run business that has a legacy of generations to become known as a best-in-class professionally run organisation—preferred as a workplace by talent, creating leaders for the industry and ambassadorship among employees and alumni? This is the HR journey of Marico, led by an evolved owner, Mr Harsh Mariwala. In this article, we discuss four key HR practices of attracting talent, induction and probation of recruited talent, building accountability and developing talent. These practices work on principles that have withstood the test of time, evolving with the changing context of the business and external environment. These also represent the evolution of the HR role over a period of time. The author then elaborates how a professional work culture got institutionalised in Marico.

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.