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HRM Practices in Insurance Companies: A Study of Indian and Multinational Companies

Author

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  • Subhash C. Kundu

    (Guru Jambheshwar University of Science and Technology, India)

  • Divya Malhan

    (Kurukshetra University, India)

Abstract

Competitive advantage of a company can be generated from human resources (HR) and company performance is influenced by a set of effective HRM practices. In this study, we intended to assess the HR practices in insurance companies. Primary data based on 218 respondents from four insurance companies (two multinational-7 branches and two Indian-7 branches) were analyzed to assess HR practices being practiced by insurance companies in India. Six factors from factor analysis were further analyzed. ‘Training and benefits’ was found highly in practice in the insurance companies. Further, ‘performance appraisal,’ ‘selection and socialization of employees,’ and ‘HR planning and recruitment’ were moderately practised in insurance companies. ‘Workforce diversity and contemporary HR practices’ and ‘competitive compensation’ were also practised to some extent. ANOVA results showed that Indian companies did not practise workforce diversity. Compensation practices were found more competitive or performance based in Multinational insurance companies than in Indian ones. The gender effect showed that only competitive compensation was perceived significantly differently by male and female employees/executives. Interactive effects were significant on workforce diversity and contemporary issues, training and benefits, and selection and socialization of employees.

Suggested Citation

  • Subhash C. Kundu & Divya Malhan, 2009. "HRM Practices in Insurance Companies: A Study of Indian and Multinational Companies," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 7(2), pages 191-215.
    • Handle: RePEc:mgt:youmgt:v:7:y:2009:i:2:p:191-215
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    References listed on IDEAS

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    6. Astrid Heidemann Lassen, 2007. "Corporate Entrepreneurship: An Empirical Study of the Importance of Strategic Considerations in the Creation of Radical Innovation," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 5(2), pages 109-131.
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    Cited by:

    1. Amelia Manuti & Maria Luisa Giancaspro, 2019. "People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and ," Sustainability, MDPI, vol. 11(5), pages 1-17, March.
    2. Katharina Thill & Barbara Covarrubias Venegas & Sabine Groblschegg, 2014. "HR Roles and activities. Empirical results from the DACH-Region and implications for a future development of the HR profession," Proceedings of International Academic Conferences 0802015, International Institute of Social and Economic Sciences.

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    More about this item

    Keywords

    competitive compensation; multinational companies; performance appraisal; selection and socialization; training and benefits; workforce diversity;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

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