Human Resource Management in the Twenty-First Century: Present Stand and the Emerging Trends in Indian Organizations

Majumdar, Bishakha; Mishra, Sushanta Kumar; Budhwar, Pawan

doi:10.1007/978-3-030-98309-3_9

Cited by 1 publication

(2 citation statements)

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“…Consider this statement by Majumdar et al, (2022) which is very symptomatic in its prescription: To take a seat at the strategic table, another critical role of the HR is to remodel HR practices in a manner that they are aligned with the firm strategies, scan the environment for workforce trends for which the business needs to prepare, and make HR operations and targets measurable, targeted, and specific. All these necessitate extensive training of the HR professionals in the principles of strategic human resource management, as well as in the latest technological offerings that simplify the work of the HR as well as open up the possibility for strategic contributions.…”

Section: The Birth Of Hrm and The Demise Of Employment Relations?mentioning

confidence: 99%

“…While there has been the adoption of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, which provides protection to women against sexual harassment in the workplace, the passive and implied forms of everyday harassment have not ended. As Majumdar et al (2022, p. 225) point out—‘The most notable change in Indian labour law legislation has been the New Labour Codes 2021, which simplifies India’s 44 central labour laws under four heads industrial relations, wages, social security and occupational health safety and working conditions. Since labour is a concurrent subject in India, the new labour code requires ratification by the state governments for its implementation.…”

Section: A Case For the Resurrection Of Employment Relations In Indiamentioning

confidence: 99%

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Employment Relations Past, Present and Future: Demise or Resurrection in India?

Venkataraman

2023

NHRD Network Journal

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This critical reflective paper draws upon my reading, studying and teaching employment relations (ER) and human resource management (HRM) over the years, from a sociological perspective. I make a compelling case for ER as a research activity, an organisational habit and a way of reflexive thinking. There is a false perception that ER is outdated. Indifferent to fads, ER endeavours to see clearly and speak the truth fearlessly and excavate the challenges and possibilities of the socio-economic exchange within any employment relationship. ER’s real strength is its granular holistic, multi-layered understanding of the totality of the wage-effort bargain. It has always been interdisciplinary because it draws from a vast canvas of sociology, economics, political economy and even psychology. Tracing its trajectory, I map the context in which ER evolved from Fordism to Post-Fordism, how HRM tried to take its place, and why it cannot do what ER does. It is only with this critical sceptical inquisitive spirit of ER that an effective emotionally intelligent transparent HR-lifecycle with a well-thought-out employee voice mechanism can craft better workplaces. ER in India speak for gig workers and other casualised employment and intervenes urgently on their behalf by bringing their concerns to academic discussion and advocating change. In conjunction with critical management studies, the sociology of work and ER in India must go to the nub of inequality. It must reach out to broader constituencies to mitigate workplace inequalities in different situational and longitudinal work contexts.

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Section: The Birth Of Hrm and The Demise Of Employment Relations?mentioning

confidence: 99%

Section: A Case For the Resurrection Of Employment Relations In Indiamentioning

confidence: 99%