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Case 15: Organizational Identity and Strategic HRM: A Case of Hindustan Petroleum

In: Strategic Human Resource Management and Employment Relations

Author

Listed:
  • Shashwat Shukla

    (University of Allahabad)

  • Shantam Shukla

    (IIM)

Abstract

Human Resource Outsourcing has been growing steadily and has already become a $5 bn industry by 2020 (Burden 2019). This trend is likely to continue in the post-pandemic economic scenario as organizations try to cut costs and improve margins. Consequently, the role of inhouse Human Resource Management (HRM) is shrinking as well as its ability to contribute as a strategic partner. This case looks at the new, emerging role of HRM wherein it has to reinvent the ways through which it is going to provide strategic edges to an organization. An important component of this reinvention will be the role that HRM function will play in the context of organizational identity. Organizational identity is one of the few organizational variables in a postmodern organization wherein the expertise of the HRM function is critical. This case focuses on various aspects of organizational identity and the role HRM function can play in addressing them.

Suggested Citation

  • Shashwat Shukla & Shantam Shukla, 2022. "Case 15: Organizational Identity and Strategic HRM: A Case of Hindustan Petroleum," Springer Texts in Business and Economics, in: Ashish Malik (ed.), Strategic Human Resource Management and Employment Relations, edition 2, pages 333-342, Springer.
    • Handle: RePEc:spr:sptchp:978-3-030-90955-0_31
    DOI: 10.1007/978-3-030-90955-0_31
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