Correlates of HRM Practices and Organisational Commitment of Retail Employees in Delhi-NCR

Khatri, Puja; Gupta, Pragya

doi:10.1177/2319510x15576177

Cited by 6 publications

(7 citation statements)

References 33 publications

(41 reference statements)

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“…Bangladeshi RMGs need to focus more on unearthing HR practice factors, as many researchers (for example, Gupta, 2017; Khatri and Gupta, 2015, etc.) have found the importance of those factors for the sustainable organization and employees commitment.…”

Section: Discussion and Implicationmentioning

confidence: 99%

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Khan

Roy

2022

RIBS

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Purpose The International Labour Organization’s (ILO) sustainable compact is evident for many labor-intensive industries in emerging economies. This study aims to develop a sustainable human resource (HR) practice model for a labor-intensive industry from the evidence of the Bangladeshi ready-made garments (RMG) sector. Design/methodology/approach The study tests the factors identified from the literature for model validation. A total of 22 HR function items were used in a survey of 800 randomly selected respondents from the RMG sector in Bangladesh. The factor analysis (both exploratory and confirmatory) techniques were applied to explore and validate the model. Findings The study findings reveal that the factory management and policymakers should focus on sustainable HR practices for the betterment of a labor-intensive industry. In detail, the staffing function involves strategic HR planning, recruitment and selection and perfect employee placement; training and development functions entail proper organizational orientation, various training and development programs and employees’ career management and growth; the motivation function necessitates job design, fairness in the appraisal, practicing good organizational citizenship behavior with sound rewarding system and compensation packages; and finally, the maintenance function entails healthy and safe working environment, good communication and relationship management. Originality/value The study is original in developing a sustainable HR practice model with the alignment of ILO’s three inter-linked sustainability compact for a labor-intensive industry from an emerging economy perspective. The study’s outcomes will be a torchbearer for any labor-intensive industry’s sustainable HR practice from an emerging economy across the globe.

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Section: Discussion and Implicationmentioning

confidence: 99%

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Khan

Roy

2022

RIBS

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“…Retail organizations with robust personnel and resource management systems, including rigorous hiring and selection procedures, typically show higher employee commitment (Puja Khatri, 2015). These strategies aid in attracting and retaining highly skilled staff members, which can enhance overall organizational performance.…”

Section: A Practices For Managing Staffing and Resourcesmentioning

confidence: 99%

“…employee dedication and performance (PujaKhatri, 2015). Implementing equitable and transparent assessment mechanisms has the potential to encourage employees to exert more effort and attain their objectives.…”

mentioning

confidence: 99%

Evaluating the Impact of Human Resource Policies on Employee Performance in the Organized Retail Sector

2024

IJFMR

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This research study aims to assess the influence of various kinds of human resource policies on the performance of employees in the organized retail sector. The research identifies critical factors affecting productivity and effectiveness by examining the relationship between HR policies and employee performance. The investigation focuses on the efficacy of recruitment and selection processes in guaranteeing high performance, as well as the role of training and development programs in improving employee skills and performance. Additionally, we evaluate to gauge the impact of performance appraisal systems on employee motivation and performance. As indicated by these findings, the research offers suggestions for improving employee performance and organizational effectiveness in the retail sector by enhancing HR policies. The objective of this study is to provide retail organizations with the necessary insights to enhance their HR strategies and achieve superior overall performance.

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“…Human Resource Management Practices: Human resource may be defined as the pool of human capital under the control of the firm in a direct employment relationship (Wright et al, 1994), whereas HRM practices are the organizational activities aimed at managing this pool of human capital employed towards the achievement of organizational goals (Schuler & Jackson, 1987; Wright et al, 1999; Wright & Snell, 1991). The advocates of human capital management describe HRM practices as strategic levers employed by organizations to build workforce capabilities that are rare, inimitable, valuable and non-substitutable (Barney, 1991; Khatri & Gupta, 2015; Wernerfelt, 1984). HRM practices, if implemented properly, have the potential to produce competent, committed, motivated and satisfied employees, thereby resulting in enhanced individual and organizational performance.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Human Resource Management Practices as Antecedents of Employee Competencies: Empirical Evidence from the Banking Industry

Salman

Saleem

Ganie

2022

Management and Labour Studies

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Drawing upon the human capital theory, this article articulates the impact of different human resource management (HRM) practices on various dimensions of employee competence in the Indian context. The survey method was employed to collect data from 325 banking employees including managers and non-managers employed in the State Bank of India, the Bank of Baroda, the Housing Development Finance Corporation and the Industrial Credit and Investment Corporation of India. The self-competence, team competence and social competence are the dimensions of employee competencies and HRM practices include recruitment and selection, training and development, employee involvement and performance appraisal. The validity and reliability of the variables are evaluated through the confirmatory factor analysis and the hypotheses are tested using structural equation modelling. The study’s analysis revealed mixed results wherein a significant and positive impact was found between some HRM practices and employee competencies and an insignificant impact between other HRM practices and employee competencies. The study’s findings would serve as a guide to the management and policymakers of banks for developing and enhancing the desired employee competencies by investing in HRM practices, thereby better performance at the organization level. This research work enriches the existing literature on HRM and development by empirically validating the HRM-competence linkages in the Indian banking context, where studies of this nature are minimal.

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Correlates of HRM Practices and Organisational Commitment of Retail Employees in Delhi-NCR

Cited by 6 publications

References 33 publications

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Evaluating the Impact of Human Resource Policies on Employee Performance in the Organized Retail Sector

Human Resource Management Practices as Antecedents of Employee Competencies: Empirical Evidence from the Banking Industry

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