Research in hr


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A brief description on cutting edge reserach in HR. Also status of HR research in India and the way forward.A helpful presenttaion for early stage researcher.

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Research in hr

  1. 1. Research Studies in HRD Doctoral level Fellow and Associate Programs
  2. 2. Setting the Context• Cutting Edge Research in HR• Future of Research in HRD (with special reference to India)• Doing Research in HR• Discussion Q& A• Presentations and developing research questions
  3. 3. Human Resource DevelopmentHRD is the development of human resources, orthe increase of human capital of organizations
  4. 4. Human Resource DevelopmentHuman Resource Management (HRM) is a multidisciplinary subject which draws its theoriesand practices from many sources. It is an evolvingdiscipline and it keeps changing in scope andnomenclature. It is always responding to changes inthe environment in order to keep pace with theever turbulent and unstable micro and macrobusiness environment
  5. 5. Human Resource Development
  6. 6. HRD :Initiatives and Perspectives Individual Organization Individual Self-management Team development of personal Project group development development Networks Organization Corporate Universities Organizational HRD programs Development HRD policies and Organizational Learning practices
  7. 7. Human Resource Development
  8. 8. Human Resource Development ResearchHR research is being conducted on a global scale. Therehas been a trend to switch from a positivism approach inresearch to the Critical theory The goal of the criticaltheory is to open up and expose the field to a new way ofviewing routines and practices
  9. 9. Human Resource DevelopmentSampling Some Cutting Edge Research
  10. 10. Genetics and EntrepreneurshipTendency of People to become entrepreneursPersonality traits : extraversion and neuroticism.Genetics and EntrepreneurshipBased on 1285 pairs of identical twins (449 maleand 836 female pairs) and 849 pairs of same-sexfraternal twins (283 male and 566 female pairs),
  11. 11. Genetics and Entrepreneurship• Females have a strong genetic influence and zero shared-environmental influences on their tendency to become entrepreneurs.• In contrast, males show zero genetic influence, but a large shared-environmental influence.• Extraversion and neuroticism mediate the genetic influences on women’s tendency to become entrepreneurs,• Extraversion mediates shared-environmental influences on men’s tendency to become entrepreneurs.
  12. 12. Genetics and Entrepreneurship• The genetic basis of entrepreneurship: Effe   Organizational Behavior and Human Decision Processes, Volume 110, Issue 2, November 2009, Pages 93-107 Zhen Zhang, Michael J. Zyphur, Jayanth Narayanan, Richard D. Arvey, Sankalp Chaturvedi, Bruce J. Avolio, Paul Lichtenstein, Gerry Larsson
  13. 13. Development Of WomenEntrepreneurship In India With Special Reference To Socio Cultural FactorCaste system and marriage have its major rolein women life in determining their career inbecoming entrepreneur in spite of their realinterest to become entrepreneur.Family support plays a vital role for women toparticipate in entrepreneurial activities.
  14. 14. Development Of WomenEntrepreneurship In India With Special Reference To Socio Cultural FactorIdentifying The Variable That Affects TheDevelopment Of Women Entrepreneurship InIndia With Special Reference To Socio CulturalFactorBhanu Sree Reddy,Prabu ChristopherInternational Interdisciplinary Research Journal,{Bi-Monthly}, Volume-II, Issue-I, Jan-Feb2012
  15. 15. Work Life Balance• A total of 300 women are studied• 100 each in the working women, home-based working women, and homemakers categories• socio economic status scale, general health questionnaire, self-esteem inventory, life satisfaction scale, perceived stress scale, marital adjustment scale, the self-control schedule, and job satisfaction questionnaire.
  16. 16. Work Life BalanceHome-based working women are the leaststressed, most well adjusted, and the mostsatisfied with their careers among the groupsstudied. Their ways of perceiving and handlingstress are found to be more effective than thoseused by women in the other two groups.
  17. 17. Work Life BalanceMalavika Desai, Bishakha Majumdar, Tanusree Chakraborty,Kamalika Ghosh, (2011) "The second shift: working women inIndia", Gender in Management: An International Journal, Vol.26 Iss: 6, pp.432 - 450
  18. 18. Leadership• Studied some common features of leadership• Analysis of the leadership of Adolfo Suárez (Spain) and Boris Yeltsin (Russia).• Despite the different outcomes of these cases, there are clear similarities that point to the existence of a form of transitional leadership. Thomas A. OBrien The Role of the Transitional Leader: A Comparative Analysis of Adolfo Suárezand Boris Yeltsin, Leadership 2007; 3; 419
  19. 19. Developing Global LeadersManagers differentially benefit from a given inrerculturaltraining orDevelopmental experience depending on their individual aptitudes (i.e.,knowledge, skills, abilities, and other personality characteristics).Offering the right people (those with he requisite individual aptitudes) the rightdevelopmental opportunities will produce leaders who caneffectively perform global leadership roles Developing global leaders, Paula Caligiuri,Human Resource Management Review I6 (2006) 2 19 -228
  20. 20. Emotional Intelligence and Leadership• 110 senior level managers studied• Effective leaders were identified as those whoreported transformational rather thantransactional behaviors.• Emotional intelligence correlated highly with allcomponents of transformational leadership Examining the relationship between leadership and emotional intelligence in senior level managersLisa Gardner, Con Stough, ", Emerald 23, (2002)
  21. 21. Emotional IntelligenceRole of emotional abilities (assessed with bothself-report and performance measures) in socialfunctioning. Self-ratings were assessed.Emotional abilities contribute to social behavior Relating Emotional Abilities to Social Functioning: A Comparison of Self-Report and Performance Measures of Emotional Intelligence, Nicole Lerner and Peter Salovey,Journal of Personality and Social Psychology n 2006, Vol. 91, No. 4, 780–795
  22. 22. Learning Organization• 640 Indian managers studied• Line and HR managers differed significantly in their perception of both variables(strategic HR roles and organizational learning) The Indian perspective of strategic HR roles and organizational learning capability.Bhatnagar and Sharma .Int. J. of Human Resource Management 16:9 September 2005 1711–1739
  23. 23. EMPLOYEE TURNOVER: BAD ATTITUDE OR POOR MANAGEMENT?examined three sets of antecedents of turnover intentionin companies in Singaporeextent of controllable turnover is much greaterthan uncontrollable turnover and that poor managementare the major source of employee turnover. Explaining employee turnover in an Asian contextHuman Resource Management JournalKhatri, N., Fern, C. T. and Budhwar, P. (2001), Volume 11, Issue 1, pages 54–74, January 2001
  24. 24. Downsizing : Peter Capelli• Excess operating capacity associated with shortfalls in demand has been seen as the main cause of layoffs.• What is different about downsizing is the perception that companies are cutting jobs even when they are not experiencing shortfalls in product demand.• While a few studies explore the growth and decline of firms and many examine the financial effects of j• Job reductions, none have examined the causes of downsizing.• Downsizing reduces labor costs per employee but also sales per employee
  25. 25. Staffing Twenty-first-century OrganizationsDifferences between twenty-first-century Organizations as comparedwith those of the previous centuryCurrent staffing model has reached a ceiling or plateau in terms of itsability to make accurate predictions about future performance.Change in direction in staffing research and propose an expanded view of the staffingprocess Wayne F. Cascio and Herman Agunis : The Academy of Management Annals Vol. 2, No. 1, 2008, 133–165
  26. 26. Employee EngagementA survey was completed by 102 employees working in a varietyof jobs and organizations. The survey included measures of joband organization engagement as well as the antecedents andconsequences of engagement.Results indicate that there is a meaningful differencebetween job and organization engagements and thatperceived organizational support predicts both job andorganization engagement; Alan M. Saks, "Antecedents and consequences of employee engagement", Emerald 21, (2006)
  27. 27. Employee EngagementFifty middle  level executives of a car manufacturing unit and fifty suchemployees of an IT firm, located in  and around the city of Bengaluru,India, were sampled for the study. It was found that the degree  ofemployee engagement was significantly high inthe manufacturing organization as compared  to that in IT firm.The main causes for a higher  engagement in the manufacturing sectorwere  found to be as – the impression that the firm cares forand values the employees, free and frank communication withimmediate supervisor, empathetic attitude of the latter towardsthe former, recognition of one’s contributions towardsthe organizational goals, and freedom to participate in the decisionmaking process. A Study on employee engagement in two Indian businessesMalavika Desai ,, Bishakha Majumdar ,, Ganapathy P.Prabhu ASIAN JOURNAL OF MANAGEMENT RESEARCH,2 0103
  28. 28. Innovative Human Resource Management• Innovative Human Resource Management and Corporate Performance – Som,2009• It Ain’t no Crisis”-Desai and Arora .2012• Human Resource Management in India: ‘Where From’ and ‘Where To?’ Chatterjee, S. R. (2007). Human Resource Management in India: ‘Where From’ and ‘Where To?’, Research and Practice in Human Resource Management, 15(2), 92-103.• A study of strategic HR issues in an Asian context Naresh Khatri; Pawan S BudhwarPersonnel Review; 2002• Diversity Management Issues in USA and India: Some Emerging Perspectives, Nina Woodard Dr.Debi S. Saini
  29. 29. Future ResearchResearch Questions
  30. 30. Future ResearchWorst and Best Practices and policies of gender diversityDiversity in age , gender , race etc.
  31. 31. Future Research Questions: Innovative HR• How diverse should HRD programmes be to contribute equally to all employees?. In what way should developmental programmes for managers be di fferentiatedfor men and women, black and white, etc.?. In what way should Management Development Programmes be speci fied forleaders, executives, professionals and managers?. What characteristics of managers are needed to manage diversity in theworkplace?. What HRD factors that apply to a diverse workforce make organizationssuccessful?. What HRD policies make organizations attractive to a diverse workforce? Whichlead to the development of a diverse workforce, on the individual, team, andorganizational level?. What criteria should be used to measure development of a diverse workforce, onan individual, team and an organizational level?
  32. 32. Employee Engagement and Happiness• What makes people happy, and therefore vital, in their working environment?• What HRD policies and practices can contribute to this?. What is a good architecture and choreography for HRD programmes that should lead to a more energetic and passionate workforce?• How can HRD practitioners lower the probability of burnout among employees?• .What formal and informal rules support or oppose work-life balance?• . Do employee services, which employers provide on a tax-free or tax- preferred basis, enhance the quality of employees’ work or personal life? How can this• return on investment be measured?
  33. 33. Innovation and Professionalism• How can HRD programmes help employees to develop themselves as innovative professionals?• What are best practices to develop professionals? In a classroom setting, by• mentoring or, by e-learning, or by learning by doing? Or via blended learning?• What are individual or organizational aspects that hinder employees to work and• develop as professionals?• What role can a social network play in the development of a professional? How• can social networks contribute to the learning of an employee? How can HR• practitioners make use of social networks in organization to enhance the learning• of individuals and the organizational development?• How do cognitive and motivational individual characteristics mediate on-the-job• experiences that contribute to professional development?• How can HRD practitioners contribute to a developing a more professional• organization? How can they develop the organizational culture from a culture of• excuses towards a work attitude of accountability?• Professionalism follows from investing in learning and training. A good• choreography facilitates learning via creating a learning climate. HRD research• should investigate good practices of a learning choreography in organizations• that leads to professionalism
  34. 34. Innovation and Professionalism• Should HRD programmes stimulate the learning and development of all employees? If so, what are the best practices for that? If not, what criteria should be used for the selection of the participants? What are the results of this choice?• .How can HRD policies and practices contribute to the learning and innovativeness of individuals, teams and the organization?• How can we apply our knowledge about learning environments and learning climates towards the body of knowledge around stimulus for innovation?
  35. 35. • How HRD managers could support line managers in order to stimulate and train employees in their creativity and innovativeness.• How organizations can become employers of choice for creative, innovative people, employees with a development focus, young adults from the Y Generation.• Recruitment of these people offers developmental opportunities for the organization. However, it also forces the organizations to offer challenges.• What kind of unconventional challenges could HRD practitioners think of
  36. 36. • Although employee benefits is certainly not a new issue in our field, the• authors note that there has been relatively little research on this critical topic in recent years. This is surprising because employeesponsored• benefits often account for one-third of an organizations total labor costs, making it a primary concern to executives and• employees alike. Thus, we believe that employee benefits should be an emerging area in our field because there is a need for• research that can better guide practice
  37. 37. Journals and Publications• Advances in Developing Human Resources• Business Education Digest• Human Resource Development International• Human Resource Development Quarterly• Human Resource Development Review• Journal of Business and Psychology
  38. 38. Management Research: Concerns
  39. 39. Management Research: ConcernsOne study conducted by Deadrick and Gibson(2007) researched over 4,300 journal articlesfrom academic and professional journals. Thepurpose was to determine the topics beingpresented and their order of importance to eachgroup.
  40. 40. Management Research: ConcernsShort, Keefer, and Stone (2009) agreed thatthere is gap or lack of connection between researchand practice. However, it was also noted by Short etal. (2009) that there is not enough empiricallybased research on the relationship between thetwo groups to really define the gap or the quality ofthe link. If the research is weak, it could limit HRDpractice and therefore produce faulty practitioners(Short, Keefer, & Stone, 2009)
  41. 41. Management research in India: Current State and Future Directions
  42. 42. Management research in India: Current State and Future DirectionsConcern #1There is an increasing gap between Indianeconomic development and the currentstate of Indian management research
  43. 43. Management research in India: Current State and Future DirectionsConcern #2Lack of advancement in the Indian managementscholarship
  44. 44. Management research in India: Current State and Future Directions : Need AssessmentDevelop cutting-edge knowledge, methods andvalid indigenous theories to serve themanagement students better, provide practitionersmore effective solutions to the problems that theyencounter, and support the rapidly emergingcommunity of management scholars in India
  45. 45. Management research in India: Current State and Future DirectionsIndian management researchers can learn fromthe Chinese management scholars who under theauspices of Asia Academy of Management havemanaged to bring together a critical mass ofscholars working in East Asia, and foundedJournals like Asia Pacific Journal of Managementand Management and Organization Review
  46. 46. Management research in India: Current State and Future Directions : The TruthAs opposed to ‘placement exchanges’, IIMs andother leading management institutions have tobecome ‘temples of learning’ andknowledge creators “Professor M.J. Xavier, Director, IIM Ranchi quotedin online publication, Business Economics, 2012
  47. 47. Management research in India: Current State and Future Directions :Questions• Should scholars interested in India take US/Western theories as the basis and generalize them to India or should they develop new indigenous theories?• Should Indian management research use the US/Western model in terms of journals, conferences, and measuring and rewarding research productivity?• Would Indian management research be better served by emphasizing publications in the so-called top-tier journals in the US/West or would it be better served by developing and improving management journals in India?• How can a critical mass of management scholars and scholarship on India be created?
  48. 48. Management research in India: Current State and Future Directions : Insights reasons for the current condition of research on management in India• Not valued by any of the domestic stakeholders, including governments, students and managers• Dominant ethos of ‘universal’ knowledge(Scriven,1994), was applied to the social sciences and the relevance• of research from the West to the Indian context was rarely questioned• Inadequate training, lack of interest in conducting research (which was related to local research being not valued)• Lack of incentives in the Indian system to support and/or reward research• Lack of confidence in the Indian researcher to assert his/her stand if it did not conform to the received wisdom from the developed world
  49. 49. Management research in India: Current State and Future Directions : Insights reasons for the current condition of research on management in India‘Gate-keepers’ of knowledge in India, largely trained in reputedinstitutions of the West, also find it difficult to appreciate indigenousknowledge creation since the issues of interest and the methods do notconform to the norms acceptable in the West
  50. 50. Management research in India: Current State and Future Directions : Looking Forward• Submit manuscripts to international journals• Senior scholars should mentor junior scholars• Junior scholars should seek out partnerships with senior scholars around the world to collaborate on and co-author research• Reverse Brain Drain• Network of likeminded researchers who can mentor and support each other in generating indigenous knowledge and meaningful research• Building a flexible and attainable performance plan• Setting practical research goals
  51. 51. Collaborative ResearchCollaborative research is any research projectthat is carried out by at least two people.Collaborative research happens in many ways,and is more common in some fields than others.It is very common in the sciences, and less so inThe humanities . Working with others on aresearch project can have several benefits, butthere can be drawbacks as well.
  52. 52. Evidence Based Research
  53. 53. Publishing in Peer-Reviewed JournalsPublishing in Peer-Reviewed Journals
  54. 54. Publishing in Peer-Reviewed Journals• Determine the right journal for your manuscript• One journal at a time• Clear, concise thesis placed early in the manuscript.• Thesis grounded in the current historiography.• Well-documented primary materials from a variety of sources• Looks matter.• Format and style..• Send what the journal requires
  55. 55. FacultyDr. Malavika Desai