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Human Resource Management Unit 2

Sikkim Manipal University Page No. 22

Unit 2 HRM in India

Structure:

2.1 Introduction

Objectives

2.2 HRM in India

2.3 Human Relations Movement

2.4 Cultural dimension of the Indian workforce

2.5 Scope of HR in India

2.6 Summary

2.7 Caselet

2.8 Terminal Questions2.9 Answers

2.1 Introduction

You will agree that the evolution of the Indian organizations have happened

at a different pace as compared to what happened in the rest of the world.

You might have read articles in magazines and on the web on the

challenges that multinational company may face while doing business in a

country like India.. MNC faces difficulty in setting up business in India in

terms of paper work related to registration and due to laws of the land.

Organization also faces a lot of challenges in hiring and retaining its

employees. We will spend time in this Unit discussing what Indias

challenges were and how it has overcome them to emerge a winner.

The Indian story for organizational success is one that is deeply rooted in its

history and culture. The Indian value system is rich in terms of joint family

system and has respect for elders. The British rule along with the freedom

struggle has strongly impacted the shaping of the Indian workplace. The

largely agrarian nature of the countrys wealth builds hard work, dignity for

labour, saving for the future and shared responsibility these are the key

attributes of Indian workforce. And these attributes even today are thefoundation of the success of the Indian firm. To add on this, the role of the

countrys democratic governance framework with its sturdy term of Five

Year Plan have enabled policy makers and the financial institutions to set

the stage for Indias success. The far-sightedness of the government in the

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area of education, particularly, has contributed immensely to the control of

population. This together with the assistance from the developed countrieshelped the country create its own value proposition globally. Unique in its

strengths and its weaknesses India today is identified as among the leading

emerging economic in the world sharing space with larger countries (both

in size and scope) like Russia, China and Brazil. India continues to climb the

curve of success even after 60 years of independence, with symbiotic trade

relations with almost every other country in the world.

Objective:

After studying this unit you will be able to:

Recall the history of Indian concepts in human resources management

Identify its uniqueness as compared to the rest of the world

Evaluate the impact of the countrys culture on the organizations culture

2.2 HRM in India

As it stands today the Indian organization could not have hoped for more. In

addition to being strategically positioned on the corporate world map as a

low-cost, highly skilled destination, the Indian corporate is emerging as a

base for committed, intelligent and a knowledgeable workforce. This has

been achieved by the help of a strong foundation provided by the Indian

education system at the primary, secondary, technical and at professionallevel. It is a undisputed fact that the Indian Institute of Technology, the

National Institute of Technology and the famed India Institute of

Management are among the world-class institutions to name a few. Quality

education and research are encouraged on these campuses and across the

country, which mould and contribute to the practices in Indian organizations.

The HRM practices in Indian organizations are a parody of sorts. There is a

strong foundation that is a simple extension of the HR practices from the

established western organizations and the developed countries. However

there is a equally strong cultural impact on the hiring practices,

compensation standards, benefits and statutory benefits, performance

linked rewards and payout, which though in-step with international HRM

practices have a flavour their own. We will discuss a few distinct

differentiators that impact HRM practices in Indian organizations:

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HRM in India however is not structurally well-researched and hence a lack

of theoretical information to track and document its progress. Unlike in theemerged countries like the USA and the UK where the research networks

are mature and well established. Research is yet at its infancy in India and

there is a lot of dependence on the emerged countries in emulating best

practices in the way people are hired and managed. Today the

organizations of Indian origin have their unique HR strategies that work best

for them. Work more and earn more is a common and accepted philosophy

at the Indian workplace. Work is respected and revered and almost

worshipped in Indian organizations. Benefits are basic yet equitable and

adequate. There is a high focus on cash in hand as opposed to benefits and

perks.

Our statutory and legal frameworks, as a result, are a lot more liberal and

less restrictive as compared to the emerged countries. An open society

drives openness at the workplace and hypocrisy is largely discouraged,

leading to well structured policies and processes that drive workplace

behaviour. Diversity for India is a challenge very different from its existence

in the rest of the world. Diversity initiatives in India normally focus around

challenges related to gender diversity. Its only in the past few years that

there is a pattern of women in the Indian corporate. Today this is a key

issue. There is a lot of strategising and initiatives in all Indian MNCs as well

as Indian domestic firms toward wooing this critical potential talent fororganizational advantage.

Self Assessment Questions

1. In India diversity is a concern because we are very conservative and a

closed society (True / False)

2. India is gaining importance because of the quality as well as the cheap

cost of living (True / False)

3. Our legal framework is very advanced, allowing for foreign companies

to work easily in India (True / False)

Activity 1

Speak to your friends or relatives who are working in a public sector

company or in a MNC. Try to compare the HR practices of a public

sector company to a MNC.

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4. Grievance management systems is a common HRM function (True /

False)

2.3 Human Relations Movement

Kautilya provides an account of the techniques of human resources

management as early as 4th century B.C. in the "Artha-Shastra". As per the

book, there existed logical procedures and principles in organizing labour

namely the Shreni or guild system and in the principles of the co-operative

sector. The wages were in terms of quantity and quality of work turned out

and punishment for unnecessarily delaying the work or spoiling it. The

writing of Kautilya provides an excellent discussion on staffing and

personnel management, including the detailing of what today are called jobdescriptions, qualifications for jobs, methods of selection, employee and

supervisor development, formally established incentive methods (Sarasa-

saama- daana- bheda- danda- catura, the Carrot and Stick approach) and

even the science of performance evaluation. The guild system was

pioneered and closely followed by the establishment of the co-operative

sector of craftsmen and traders organizing themselves to promote their

professional interests. Numerous professional societies were similarly

formed each establishing systematic procedures and policies to nurture their

own interests.

Significantly, these practices also respected the principles of the division of

labour, which can easily be traced to the caste system that even today is a

inseparable part of the Indian cultural system. The society got divided into

Individuals engaging themselves in activities such as teaching, sacrifice

or state management were designated as Brahmins

While those specialising in fighting were termed as Kshatriyas.

Individuals engaged in the areas of trade, business and agriculture were

called Vaishyas and

Those devoting themselves in manual work were known as Shudras.

Herein hereditary facilitated the transfer of skills and training from onegeneration to another. Quickly even specialised skills became hereditary

suchas goldsmiths, weavers, potters, blacksmiths, carpenters, hunters,

charioteers, snake charmers, architects, sculptors, armourers identified as

separate communities by themselves. Between the employer and

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employees justice and equity laid a sound foundation for successful

enterprise.During the medieval period, India experienced aggressions for around 700

years, during the Mughal rule. While trade and commerce flourished,

majority of the artisans and the craftsmen remained poor and lived simple

lives compounded by the large and joint family system that prevailed. Low

wages, oppressive political conditions and poor physique characterised the

workplace. Nothing significantly changed during the British rule. Oppression

and poor working conditions prevailed in all industries and intensified in the

tea estates that were the key focus of the British for obvious reasons that

tea was a key export product.

This prevailed till the enactment of the Factory Act of 1881. This coincided

with the waves of industrialization and urban growth that India witnessed.

The Act brought about the first set of formal guidelines and rules that the

industries had to comply with. Workers employed in the factories were

allowed a week off-day and provisions were made for supervision, quality

and hours of work. Sadly the act also established the minimum age of

children for employment to be seven years and the maximum working hours

for them to not exceed seven hours a day and only in the day-shift.

This set the stage for the organization of employees to ensure fair work and

pay and in 1890, the first labour organization Bombay Mill HandsAssociation was established. In 1905, the printers' Union at Calcutta and in

1907, the Postal Union at Bombay were established. The Madras Labour

Union was organized thereafter in 1918. The Central Labour Board was

established in 1922 to bring together the different unions in the Bombay city

and the All India Trade Union Congress was organized. The formal

implementation of the Indian Trade Unions Act took place in 1926, one more

landmark in the history of industrial relations in the country. There was a

large scale expansion of the trade union movement after the Second World

War - especially after the independence. The union-government interactions

significantly stepped up to accommodate for the removal of the war-timerestrictions on strikes, formation of three more central labour organizations

and the competition among them and the use of adjudication rather than

collective bargaining techniques to resolve issues. In 1960, 45 percent of

the total industrial workforce was claimed to be unionised. Today, the total

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membership is estimated to be around 4.3 million i.e., 28 percent of total

workforce.The post-independence period also marked the formation of the Personnel

Department in different public and private sectors. Under the Factories Act,

1948, employers had to employ a Welfare Officer in a factory employing 500

or more workers. Similarly the Mines Act, 1952, empowers the Government

to specify employment of welfare officer/officers. While welfare constituted a

large part of the responsibilities of the Personnel department, there were

other tasks and responsibilities that were assigned as well.

The responsibilities included other varied functions including the

employment of suitable people, workplace safety and driving awareness,

training and wage and salary administration. The Personnel department

however operated in a somewhat isolated manner and executed tasks as

assigned by the head of the organization / core business teams. The

interactions with the other heads of departments were limited and only on a

need-based rationale.

In the past two decades the workforce in India has evolved rapidly to

emerge as a nation of intelligent, skilled and highly aware and mature

professional, who stand shoulder-to-shoulder with the professional from the

world over. The workplace is an equitable one which believes in the values

of respect for the individual and aspiration to be the best in the world. Therole of the Human Resources function can no longer be ignored or sidelined.

It is viewed as a strategic partner and has found a place at the top

management table. The Head of Human Resources function is selected with

as much care and attention as the CEO and is consulted in all business

decisions, irrespective of its direct/ indirect implications to human resources.

Being a HR professional is a conscious decision that a individual takes early

in his / her life and pursues it with dedication and commitment.


5. Kautilya provides a systematic treatment of management of humanresources as early as 4th century B.C. in his treatise titled .

6. From the 14th century B.C. to the latter half of the 10th century A.D.,

the relationships between the employer and employees were marked

by...

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7. In "Varnashram" or caste system, those devoting themselves in manual

work were known as...8. During early British rule, there prevailed a ..policy towards the

business.

9. The Madras Labour Union was organized in..

2.4 Cultural dimension of the Indian workforce

The foundation for understanding the unique work practices at a country

level can best be understood by first understanding the cultural aspects of

the countrys workforce. The pioneering work done by Dutch scientist, Geert

Hofstede is a useful tool in understanding the cultural differences used to

differentiate countries. He identified five cultural dimensions around whichcountries have been clustered. The dimensions are: power distance,

uncertainty avoidance, individualism, masculinity and long term orientation.

Geert Hofstede dimensions are based on research conducted among over

1000 IBM employees working globally. While there continued to be other

studies like the GLOBE (Global Leadership and Organisational Behaviour

Effectiveness) project and Trompenaars' Framework, Hofstedes model is

most popular.

Power Distance

Power distance is the extent to which less powerful members of institutions

and organisations accept that power is distributed unequally. Countries in

which people blindly obey the orders of superiors have high power distance.

High power distance countries have norms, values and beliefs that support:

Inequality is good; everyone has a place; some are high, some are low

Most people should be dependent on a leader,

The powerful are entitled to privileges, and

The powerful should yield their power.

India scores 77 on power distance, indicating high power distance as a

result of the inequalities both at the level of the society as well as the at the

workplace. Indian organizations typically have hierarchical structures,

position yields power and subordination is acceptable.

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The dimension of high power distance at the workplace can be best

understood as: People dislike work and try to avoid it.

Managers believe that they must adopt Theory X leadership style, that

is, they must be authoritarian, and force workers to perform and need to

supervise their subordinates closely.

Organisational structures and systems tend to match the assumption

regarding leadership and motivation

Decision making is centralised.

Those at the top make most of the decisions. Organisations tend to have

tall structures.

They will have a large proportion of supervisory personnel, and The people at the lower levels often will have low job qualifications

Such structures encourage and promote inequality between people at

different levels.

Uncertainty Avoidance

Uncertainty avoidance is the extent to which people feel threatened by

ambiguous situations, and have created beliefs and institutions that try to

avoid these.

India scores 40 indicating low to average uncertainty avoidance

characteristics. Countries with low uncertainty avoidance have people whoare more willing to accept that risks are associated with the unknown, and

that life must go on in spite of this.

Specifically, high uncertainty avoidance countries are characterised by

norms, values, and beliefs which accept that:

Conflict should not be avoided,

Deviant people and ideas should be tolerated,

Laws are not very important and need not necessarily be followed,

Experts and authorities are not always correct, and Consensus is not

important

Low uncertainty avoidance societies such as ours have organisation

settings with less structuring of activities, fewer written rules, more risk-

taking by managers, higher labour turnover and more ambitious employees.

Such an organisation encourages employees to use their initiative and

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assume responsibility for their actions. Denmark and Great Britain are good

examples of low uncertainty avoidance cultures. Germany, Japan, andSpain typify high uncertainty avoidance societies

Individualism

Individualism is the tendency of people to look after themselves and their

family only. The opposite of this is collectivism which refers to the tendency

of people to belong to groups and to look after each other in exchange for

loyalty. India scores 48 on Individualism, indicating somewhat low scores,

therefore tending towards a more collectivistic society.

Collectivist countries believe that:

One's identity is based on one's group membership,

Group decision making is best, and

Groups protect individuals in exchange for their loyalty to the group.

Organisations in collectivist societies tend to promote nepotism in selecting

managers. In contrast, in individualistic societies, favouritism shown to

friends and relatives is considered to be unfair and even illegal. Further,

organisations in collectivist cultures base promotions mostly on seniority and

age, whereas in individualist societies, they are based on one's

performance. Finally, in collectivist cultures, important decisions are made

by older and senior managers as opposed to individualist cultures, where

decision making is an individual's responsibility.

Individualism is common in the US, Canada, Australia, Denmark, and

Sweden. The people of India, Indonesia, Pakistan and a number of South

American countries exhibit collectivism

Masculinity

Masculinity refers to a situation in which the dominant values in a society

are success, money and other material things. Hofstede measured this

dimension on a continuum ranging from masculinity to femininity. India

scores 56 tending to be closed to masculinity than feminity.

In highly masculine societies, jobs are clearly defined by gender. There aremen's jobs and women's jobs. Men usually choose jobs that are associated

with long-term careers. Women usually choose jobs that are associated with

short-term employment, before marriage.

Ranking of Countries on Hofstede's Cultural Dimensions

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Table 2.1 Comparative table containing the scores

Country

Power

Individualism

Uncertainty

MasculinityDistance Avoidance

Arab countries 80 38 68 53

Argentina 49 46 86 56

Australia 36 90 51 61

Brazil 69 38 76 49

Canada 39 80 48 52

Denmark 18 74 23 16

East Africa 64 27 52 41

France 68 71 86 43

Germany FR 35 67 65 66

Great Britain 35 89 35 66

Greece 60 35 112 57

Hong Kong 68 25 29 57

India 77 48 40 56

Indonesia 78 14 48 46

Iran 58 41 59 43

Israel 13 54 81 47

Japan 54 46 92 95

Malaysia 104 26 36 50

Mexico 81 30 82 69

New Zealand 22 79 49 58

Pakistan 55 14 70 50

Philippines 94 32 44 64

Singapore 74 20 8 48

South Africa 49 65 49 63

South Korea 60 18 85 39

Spain 57 51 86 42

Sweden 31 71 29 5

Switzerland 34 68 58 70

Taiwan 58 17 69 45

Thailand 64 20 64 34Turkey 66 37 85 45

USA 40 91 46 62

West Africa 77 20 54 46

Source: http://www.geert-hofstede.com/hofstede_dimensions.php
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2.5 Scope of HR in India

Contrary to these forces, in India the owner manager / government/publicsector manager was an industry icon and a national hero of sorts. The

Personnel Management practices were dominant of the brick-and-motor

industry. Though the approach was largely welfare oriented and reactive in

nature it served effectively for the large PSU organizations that built the

countrys foundation. A large part of the workforce were migrant from the

rural parts of the country and armed with educational qualifications that

served as their passport to a secure future. Many left the country to study

and pursue career overseas. This phenomenon was called brain drain and

happened during 1990 through to 2005. The best of the Indian talent left the

country. Per present statistics there are close to 1.7 million people of Indianorigin in America according to the US Census Bureau. The Indian American

median family income is $60,093, as against the national median family

income of $38,885., left the country. The estimated buying power of the

Indian Americans in the United States is around US $20 billion. The high

income clearly reflects the advanced educational levels achieved by Indian

abroad.

Its only in the past 10-12 years with the immense growth on account of the

IT industry that winds of change began to blow. It was largely the advent of

the Information Technology era in India that brought with it the western

management practices. MNCs (multinational companies) started up their

operations in India. The FDI (foreign direct investment) went up steeply as

the world saw the potential in the countrys human resources. India became

a preferred location for MNCs primarily from the USA, followed by other

developed countries. It was natural for the MNCs setting up operations in

India to establish their existing and proven management practices that were

successfully working in the organizations back home. It also helped them

manage their business similarly.

This gave birth to a new generation of management as well as HRM

practices. New hiring methods, new ways of paying salaries, newemployment terms and most importantly increased focus on individual

performance and outcomes. There was emphasis on deliverables and

linking individual and team performance to business results and success.

Given the highly educated workforce there was a de-emphasis in the role of

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the trade unions. The era of the trade union dominance gave way to the new

order of individual negotiated salaries and terms and clearly performancelinked assessment systems. Another transformation that the Indian

workplace witnessed was the focus on ethics and ethical practices in doing

business. It was only fair to expect that with the weak legal system, it

needed the support of the government policies and the corporate policies to

beat the corruption that existed. This has significantly contributed to India

emerging as a preferred destination for doing business.

All of this has yielded to give way to the birth of the professional manager.

Professional managers today are a critical and essential part of the Indian

corporate. The professional manager brought about a shift in the culture

from a highly authoritarian approach of getting work done, to a morecollaborative and participative approach. In the traditional Indian culture

where the child is brought up to be dependent on parents and superiors this

shift was breakthrough and took its time to manifest. The entrepreneurs who

earlier operated in a secure, sheltered market and hardly face challenges,

were challenged by the globalization that swept in with the liberalization

policies and measure brought in by the Indian government late 1995 and

onwards. Despite the challenges, the Indian employee and his manager

evolved. Together they stepped up to face the challenge head-on and to

win not only in India but also globally. The levers of (a) low cost, (b) highly

skilled, and (c) English as the medium of education and it being thecorporate-language; were the key drivers that enabled the flow of global

business to India. There was exponential growth in employment both

directly (jobs in the international and domestic companies) as well as

indirectly (as support industries like transport, catering and ancillary

industries). The simultaneous investment of the government in building the

necessary infrastructure did its share of providing impetus towards creating

more jobs for the people of the country.

Hence, human relations movement in India has evolved very differently as

compared to what we see in the developed economies of the USA and the

UK. What is currently acting as a limitation is the enhanced awareness on

the need for research based HRM practices. While there is a lot of work

happening in the Indian education system to promote this, it is going to take

a while before it can create a distinct body of knowledge that is reference-

able. For now the industry relies on emulating westerns HR practices and

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customizing on a as-needed basis for the Indian corporation. For the rest

the Industry forums and consortiums like the NASSCOM act as a hubbringing together organizations on a regular basis to discuss challenges and

share best practices and identify ways and means to overcome them

together. So far this has been successful and working to the advantage of

the Indian corporate. Leading MNC research and consulting firms like

Mercer and Hewitt too contribute to the industry through carrying out

research and sharing reports on a regular basis. The approach however

remains analytical and less prescriptive.


10. The culture is highly __________________in character.

11. For lack of _________________, the workers cannot and do not have

any say in their jobs or working conditions.

12. ___________________ here means not only the efficient sending and

receiving of messages but also includes sensitivity to the

understanding of feelings, attitudes and cognitions of the subordinate.13. It was the advent of the Information Technology era in India that

brought with it the _________________________ practices.

14. There was exponential growth in employment both ___________ as

well as ______________.

2.6 Summary

o HRM in India has been impacted both by its own history as well as

multinational companies that came and established their operations in

the country.

o The countrys culture has played a critical role in building value for the

country globally.

Activity 2

Identify three practices in Indian companies that you know of that are

specific to the Indian culture. Think of festivals and how they are

celebrated in companies.

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o The caste system and the way it was structured to differentiate between

different categories of jobs remains a basic framework for the way workis distributed at the workplace.

o The coming of the British to India and their administrations brought

immense insights into the country on how to manage labour and work.

o It also gave rise to the trade unions and workplace equality issues.

o The impact of the World War I and II made their own impact on the

Indian organizations.

o The early days of structured HRM activities were largely hygiene

related and focused on the Personnel management principles.

o Human Resources management as it is practiced today is a outcome of

the cultural (local) as well as the global MNC policies.

2.7 Caselet

Indian tech tries to retain top workers

By Jessica Mehroin Irani

At a time when most IT companies are reducing employee numbers to cut

costs, tech majors such as Wipro, TCS and Infosys are rechanellizing their

manpower. Sabbaticals are more common and people on the bench are

being asked to undergo longer and more rigorous training programs.

Wipro has asked some of its non-billable and skilled employees to move tosubsidiary Wipro Infotech on the same pay package as earlier; but they will

continue to be on the payrolls of Wipro Technologies.

"These are not under performers, but talented people we don't want to lose.

The move to Infotech is currently for a year, and this will give them a chance

to be productive," said Pratik Kumar, Wipro executive vice president of

human resources. This will also help the company in sustaining high

utilization rates.

The other option given to employees, who have been on the bench for over

six months, is a special program which allows them to come to work for 10days a month, at half their salary. "This allows them to take up certification

programs, work on innovation projects and help in creating question banks

for domain specific internal tests," said Kumar. "Once we see an opening for

them on a project, we will transfer them immediately."
mailto:[email protected]&Subject=Feedback%20on%20'Indian%20tech%20tries%20to%20retain%20top%20workers'mailto:[email protected]&Subject=Feedback%20on%20'Indian%20tech%20tries%20to%20retain%20top%20workers'

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TCS has also put its benched employees on high-end training programs in

areas such as enterprise resource planning, business intelligence andanalytics. "We are building a larger skill set as we would like to be ready

when the demand picks up," said a TCS spokesperson. The IT Company

has also invited its employees to write research papers on technology that

can be used by the company.

Reducing employee numbers for saving costs is a short-term solution, said

Nandita Gurjar, head of global HR at Infosys. "When demand picks up, we'll

be hiring skill pools at a higher cost; there will also be the cost of extra

training. Weed out non-performers, but retain talent even if they are not

being utilized currently."

While Infosys has said that 50 employees, at any given point of time, can

take a year off and work for an NGO at half their salaries, its peer Wipro has

introduced project rejuvenate where employees, across all levels, can take a

year-long sabbatical and pursue their hobbies.

This is not restricted to those on the bench, but also for those working on

projects. Even though these people are asked to take a pay cut, it does not

matter.

"As long as you get to keep your job and do fun things to de-stress, a pay

cut doesn't matter," said a Wipro employee.

Source: BusinessWeek, Monday, March 30, 2009 09:22 AM

2.8 Terminal Questions

1. Enumerate the growth of Human Resources Management in India and

its impact on India's ethos.

2. How did the India culture impact workplace HR practices?

3. How are the early HRM challenges different from that of the current?

2.9 Answers

Answers to Self Assessment Questions

1. False,

2. True,

3. False

4. True

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5. Artha- Shastra,

6. By justice and equity7. Shudras,

8. Laissez-faire,

9. 1918

10. Authoritarian,

11. Job-opportunities,

12. Communication,

13. Western management,

14. Directly, indirectly

Answers to Terminal Questions

1. Refer to 2.3

2. Refer to 2.2

3. Refer to 2.4

References

1. Personnel Management by C B Mmoria

2. Human Resources Management : Text and Cases by K Aswathappa

3. International Human Recoruces Management : Text and cases

Aswathappa and Dash

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