Attempts are made to probe into the gaps betweenthe human resource management policies as laiddown in company publications and the actualpractices, followed by companies in public andprivate sector and by multinationals in India. Thehuman resources practices of eight firms twolarge organisations in the public sector, twomediumsized firms in the private sector and fourmultinationals are examined. The objective wasto delineate the similarities and differences amongthe above eight firms with regard to the actualpractices followed by these companies in theIndian environment. An indepth case study ofthese eight firms was conducted. It was found thatin India there is no coherent unified managementstudy which can be called Indian management.Inconsistencies are apparent and realcontradictions abound. There is a pressure onmanagers in all organisations in India to get thingsmoving and to keep firms economically viable ona sustained basis. The management techniquesand practices were selected which were likely tobe congruent with the expectations of peoplebeing managed and were in tune with themanagement styles and value orientation of keymanagers.
International Journal of Manpower – Emerald Publishing
Published: Jan 1, 1991
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