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Human Resource Practices in Indian Organizations: An Empirical Study

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  • Leenu Narang
  • Lakhwinder Singh

Abstract

The organizations in Indian context like others have been forced to initiate certain changes in their HR practices due to the cut-throat competition created by opening up of the Indian economy and changing employee demographics and psychographics. The present study attempts to make a significant contribution by determining the level of adoption of the selected HR practices in the selected Indian organizations as perceived by the employees working in these organizations along with assessing their relationship with employee demographics. The results reveal that higher attention has been paid to practices aimed at improving employee competencies than those influencing employee behaviors. It has also been found that younger and less experienced employees have perceived the organizations surveyed to be low on adoption of selected HR practices.

Suggested Citation

  • Leenu Narang & Lakhwinder Singh, 2010. "Human Resource Practices in Indian Organizations: An Empirical Study," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 35(1), pages 25-34, February.
    • Handle: RePEc:sae:manlab:v:35:y:2010:i:1:p:25-34
    DOI: 10.1177/0258042X1003500102
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    References listed on IDEAS

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    1. Sparrow, Paul R. & Budhwar, Pawan S., 1997. "Competition and change: Mapping the indian HRM recipe against world-wide patterns," Journal of World Business, Elsevier, vol. 32(3), pages 224-242, October.
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