This document provides an overview of human resource practices in India. It begins with background information on India's population, political structure, history, culture and economy. It then discusses key federal employment laws in India and two professional HR associations. The document is divided into three classes, with the first two classes covering cultural dimensions and their connection to HR practices based on the GLOBE study. The third class discusses specific Indian HR practices such as staffing, training, performance appraisals and compensation.
This document provides an overview of human resource practices in India through a learning module divided into three classes. The first class covers background information on India and federal employment laws. The second class examines India's national cultural profile based on the GLOBE study and how culture relates to HR practices. The third class discusses specific Indian HR practices around staffing, training, performance appraisal, and compensation/benefits. The document aims to educate students on India's business environment and how cultural dimensions shape HR in that context.
This document provides an overview of a learning module on human resource practices in India. It is divided into three 50-minute classes covering the following topics:
Class 1 provides background information on India and discusses its history, culture, and key federal employment laws. Class 2 examines India's national cultural profile based on the GLOBE study and how culture relates to HR practices. Class 3 outlines common HR practices in India, including staffing, training, performance management, and compensation. The document includes presentations, exercises, and quizzes to facilitate learning about HR in an Indian context.
This document summarizes the key challenges and trends faced by human resource managers. It discusses managing workforce diversity, talent acquisition, and employee retention as major challenges. It also outlines the changing role of HR from administrative to strategic. Globalization and technology changes require HR to lead organizational change. Managing diversity, recruiting talent globally, and developing strategies to retain top performers are critical skills for modern HR managers.
Reservation in Education, Employment, Beneficiary group of the reservation System, Excluded from the reservation system, Advantages and Disadvantages of reservation system,
Reservation in india an overview by Rishikesh MandhaneRishikesh Mandhane
Reservation in India was introduced to promote social justice and advancement of socially and educationally backward classes and scheduled castes and tribes. It aims to correct historical wrongs and inequalities. However, over time the reservation system has become complex with many types of reservations, and there is ongoing debate around its impact on merit, efficiency and equality. Suggestions include reviewing the need and criteria for reservations regularly, focusing on socio-economic status over caste, and taking a holistic approach to rural development to eventually eliminate the need for caste-based reservations.
A Unique Training Methodology of RUDSETIs in Promoting Self Employment among ...iosrjce
Training programs with emphasis on practical learning, targeted at the unemployed youth, who
make a proactive beginning to learn the chosen-skill, play a crucial role in their skills and economic
development. Such skill (technical) trainings, offered as a capsule, along with and adequate focus on
motivational, managerial and financial literacy inputs bring the desired change in the unemployed youth which
reflects in their taking up self-employment ventures for their own economic prosperity and their respective areas
as well. The very fact was proved beyond doubt by the establishment and spread of Rural Development and Self
Employment Training Institutes (RUDSETIs) in 1982 and thereafter in select locations across the country. The
success of the model culminated in replication of it with the name Rural Self Employment Training Institutes
(RSETIs) across India at the behest of Government of India with the support of respective State Governments.
This vividly tells that the qualitative short-term crash training courses (Entrepreneurship Development
Programs-EDPs) of these RUDSETIs, ranging from one week to six weeks’ duration, offered under a congenial
learning ambience leads to rich value-addition among the unemployed youth which results in their going back
to their respective areas after the training with high self-confidence and starting small business enterprises
either on their own or with some bank finance. While the paper examines, in general, the role being played by
the RUDSETIs with their unique training methodology in promoting self-employment among the unemployed
youth, it does so, in particular, to understand in detail the activities of one of its units located at Vetapalem (now
shifted to Ongole) in Prakasam District of Andhra Pradesh, India.
Reservation in India provides quotas for government jobs, public office seats, and admissions to higher education for historically disadvantaged groups. It aims to enhance the social and economic status of Scheduled Castes, Scheduled Tribes, and Other Backward Classes. The reservation system has evolved over time from the ancient Hindu caste hierarchy to measures introduced pre-independence like the Communal Award and post-independence under Dr. Ambedkar. While proponents argue it strengthens disadvantaged groups, critics say it can result in more qualified candidates being rejected and is sometimes misused when not focused on those most in need. The document suggests the system should target those lacking financial means rather than be based on caste alone and should not
The document discusses India's reservation policies and affirmative action programs. It outlines that quotas exist for underrepresented groups like Scheduled Castes, Scheduled Tribes, and Other Backward Classes in government jobs, public education, and political positions. Private companies like Tata have also voluntarily implemented affirmative action programs through initiatives like skills training and relaxed hiring criteria for disadvantaged groups. While the policies have increased representation, issues around merit dilution and lower productivity in private industry remain. An ideal solution would be to remove all reservation criteria and ensure non-discrimination.
This document provides an overview of human resource practices in India through a learning module divided into three classes. The first class covers background information on India and federal employment laws. The second class examines India's national cultural profile based on the GLOBE study and how culture relates to HR practices. The third class discusses specific Indian HR practices around staffing, training, performance appraisal, and compensation/benefits. The document aims to educate students on India's business environment and how cultural dimensions shape HR in that context.
This document provides an overview of a learning module on human resource practices in India. It is divided into three 50-minute classes covering the following topics:
Class 1 provides background information on India and discusses its history, culture, and key federal employment laws. Class 2 examines India's national cultural profile based on the GLOBE study and how culture relates to HR practices. Class 3 outlines common HR practices in India, including staffing, training, performance management, and compensation. The document includes presentations, exercises, and quizzes to facilitate learning about HR in an Indian context.
This document summarizes the key challenges and trends faced by human resource managers. It discusses managing workforce diversity, talent acquisition, and employee retention as major challenges. It also outlines the changing role of HR from administrative to strategic. Globalization and technology changes require HR to lead organizational change. Managing diversity, recruiting talent globally, and developing strategies to retain top performers are critical skills for modern HR managers.
Reservation in Education, Employment, Beneficiary group of the reservation System, Excluded from the reservation system, Advantages and Disadvantages of reservation system,
Reservation in india an overview by Rishikesh MandhaneRishikesh Mandhane
Reservation in India was introduced to promote social justice and advancement of socially and educationally backward classes and scheduled castes and tribes. It aims to correct historical wrongs and inequalities. However, over time the reservation system has become complex with many types of reservations, and there is ongoing debate around its impact on merit, efficiency and equality. Suggestions include reviewing the need and criteria for reservations regularly, focusing on socio-economic status over caste, and taking a holistic approach to rural development to eventually eliminate the need for caste-based reservations.
A Unique Training Methodology of RUDSETIs in Promoting Self Employment among ...iosrjce
Training programs with emphasis on practical learning, targeted at the unemployed youth, who
make a proactive beginning to learn the chosen-skill, play a crucial role in their skills and economic
development. Such skill (technical) trainings, offered as a capsule, along with and adequate focus on
motivational, managerial and financial literacy inputs bring the desired change in the unemployed youth which
reflects in their taking up self-employment ventures for their own economic prosperity and their respective areas
as well. The very fact was proved beyond doubt by the establishment and spread of Rural Development and Self
Employment Training Institutes (RUDSETIs) in 1982 and thereafter in select locations across the country. The
success of the model culminated in replication of it with the name Rural Self Employment Training Institutes
(RSETIs) across India at the behest of Government of India with the support of respective State Governments.
This vividly tells that the qualitative short-term crash training courses (Entrepreneurship Development
Programs-EDPs) of these RUDSETIs, ranging from one week to six weeks’ duration, offered under a congenial
learning ambience leads to rich value-addition among the unemployed youth which results in their going back
to their respective areas after the training with high self-confidence and starting small business enterprises
either on their own or with some bank finance. While the paper examines, in general, the role being played by
the RUDSETIs with their unique training methodology in promoting self-employment among the unemployed
youth, it does so, in particular, to understand in detail the activities of one of its units located at Vetapalem (now
shifted to Ongole) in Prakasam District of Andhra Pradesh, India.
Reservation in India provides quotas for government jobs, public office seats, and admissions to higher education for historically disadvantaged groups. It aims to enhance the social and economic status of Scheduled Castes, Scheduled Tribes, and Other Backward Classes. The reservation system has evolved over time from the ancient Hindu caste hierarchy to measures introduced pre-independence like the Communal Award and post-independence under Dr. Ambedkar. While proponents argue it strengthens disadvantaged groups, critics say it can result in more qualified candidates being rejected and is sometimes misused when not focused on those most in need. The document suggests the system should target those lacking financial means rather than be based on caste alone and should not
The document discusses India's reservation policies and affirmative action programs. It outlines that quotas exist for underrepresented groups like Scheduled Castes, Scheduled Tribes, and Other Backward Classes in government jobs, public education, and political positions. Private companies like Tata have also voluntarily implemented affirmative action programs through initiatives like skills training and relaxed hiring criteria for disadvantaged groups. While the policies have increased representation, issues around merit dilution and lower productivity in private industry remain. An ideal solution would be to remove all reservation criteria and ensure non-discrimination.
India has a large and young population but faces a skills gap challenge. With 54% of India's 1.2 billion people under age 25, and a projected skilled manpower surplus of 47 million by 2020, the government has launched the Skill India initiative to train over 400 million people by 2022. However, India still struggles with inadequate school infrastructure, teacher shortages, high dropout rates, and a mismatch between the skills taught and those needed for available jobs. The Skill India program aims to promote entrepreneurship and certification in diverse sectors to help address unemployment currently affecting 40 million Indians. Possible initiatives include increased collaboration between educational institutions and companies on research, curriculum, faculty development and preferential hiring.
The document discusses reservations in the Indian education system. It provides background on when reservations were introduced and the types of reservations that exist. It outlines the current situation where reservations make up 45% of many state quotas. It also discusses the debate around reservations, with supporters arguing it promotes equality while opponents say it hampers merit. Potential consequences are discussed like some taking undue advantage. Suggested solutions include basing reservations on family income and limiting it to the first two children. The conclusion is that while reservations achieved their goal, continued revisions may be needed.
Caste based reservation earlier granted to SC/ST and later extended to OBC and new demand for inclusion of other communities like JATs in Haryana has literally spit the country and needs to be readdressed. I have just picked up few articles from the net for benefit of all aspirants for competition in India.These are not my views.
Reservation in India provides affirmative action for backward and underrepresented communities defined by caste, gender, or religion. It began with the Indian Constitution and reserves a percentage of seats in educational institutions and government jobs for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. While intended to promote equality, the reservation system is controversial, as some see it as biased or making people feel disadvantaged based on their caste. The current reservation percentages allocated by the Government of India are 27% for Other Backward Classes, 15% for Scheduled Castes, and 7.5% for Scheduled Tribes, totaling 52.5%. Universities receive government funding through the University Grants Commission to establish Special Cells
This document provides an assessment of 61 years of affirmative action/reservation policies in India. It argues that reservation was intended to be a temporary measure but has become a permanent fixture. Reservation undermines merit and promotes reverse discrimination. It has strengthened caste divisions rather than removing inequalities. After 60+ years, officially there are still no communities that have crossed barriers of backwardness. True equality will be achieved by increasing merit for all rather than through illusory policies like reservation.
This document discusses India's system of reservation, which aims to promote equal opportunity and eradicate inequality. It provides historical context, outlines key constitutional provisions and court cases related to reservation. While reservation was initially intended to address social and educational backwardness, the criteria for determining reservation has not changed since 1950 despite significant social development. The current reservation quota exceeds 45% in some states, raising concerns about impact on merit, efficiency and quality of education. Suggestions are made to review the reservation system and establish new criteria based on economic status and poverty, along with ensuring transparency. In conclusion, while reservation initially served a reformatory purpose, the criteria is now outdated and a holistic approach is needed to truly achieve equality.
Reservation policies in India aim to promote equal opportunity and advancement for historically disadvantaged groups. The constitution provides for reservations in government jobs, education, and political positions for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. Currently, reservations account for 45% of seats across many states. However, critics argue that reservations have been extended for too long and are now benefiting elite members of reserved groups rather than the most disadvantaged. There is ongoing debate around balancing merit, equality of opportunity, and the historical aims of reservations in India.
The document discusses India's reservation policy, which aims to promote access to education and government jobs for historically disadvantaged groups. It provides a history of reservations from the late 19th century under British rule to their codification in the Indian Constitution in 1950. Key events include the Mandal Commission recommendations in 1980 to expand quotas to other backward classes, exceeding 50% in some states. Debate continues around the appropriate scope and implementation of reservations.
1) The document analyzes the demographic status of disabled persons in India based on 2011 Census data. 2) It finds that approximately 2.21% of India's population, or 2.68 crore people, identified as disabled. 3) The majority of disabled people suffered from physical disabilities affecting movement (20.27%), and most disabled people were between 10-19 years old (17.23%) or from Scheduled Castes (2.45%).
This document outlines the debate around regional reservation in India for admissions to higher education institutions. It discusses the constitutional provisions around equality and reservation, as well as various court cases related to domicile-based reservations. The document notes both the merits and demerits of regional reservation policies. It concludes by suggesting an emphasis on uniform primary/secondary education and increasing seats/colleges at prestigious institutions as alternatives to avoid fragmenting the country.
Reservation in India provides quotas for underrepresented groups in government jobs and public education. The current system reserves 49.5% of seats for Scheduled Castes (15%), Scheduled Tribes (7.5%), and Other Backward Classes (27%). Critics argue this deprives more qualified general category candidates of opportunities and has slowed India's development, while supporters counter that it aims to promote equality after historical discrimination. Long-term consequences are still debated, as the population of reserved groups has grown but caste-based data is not officially collected. Some general category communities are now demanding their own reservations.
This document discusses economic violence against Dalit entrepreneurs in Tamil Nadu, India. It begins with an abstract and introduction discussing the lack of success of Dalit entrepreneurs compared to other communities despite improvements in socioeconomic status. It then reviews literature on the topic and discusses the statement of problem, objectives, and hypotheses of the study. The methodology section outlines that the study uses a sample of 640 Dalit entrepreneurs surveyed across Tamil Nadu. Several tables then present results of the survey showing that Dalit entrepreneurs face significant discrimination and violations of their basic rights including lack of land ownership, untouchability, lack of opportunities, and domination by upper caste entrepreneurs. The study aims to measure economic violence against Dalit entrepreneurs in the region.
The document discusses India's reservation system, which was introduced to promote equal progress across all sections of society. It has faced criticism from the general category for perceived subjection. While reservations aimed to aid disadvantaged groups, there are concerns they are not always helping those most deserving or in need. The document examines perspectives on reservations and proposes some alternatives to the current system.
1. The document discusses reservations in India that aim to benefit socially disadvantaged groups but argues they have failed in their goals and increased inequality.
2. It calls for an immediate review of the provisions of the Mandal Commission from 1989 and for reservations to be reviewed every 5 years by an independent commission.
3. Long term suggestions include improving basic education to enable meaningful social uplift instead of temporary or cosmetic measures.
The document summarizes several events held by the Global Compact Network India between April and July 2013, including:
1) The 4th Subir Raha Memorial Lecture, where SEBI Chairman U.K. Sinha spoke on the expanding paradigm of corporate governance and emphasized the need for transparency and accountability.
2) The 2nd India CEO Forum Meeting in Bangalore, where business leaders discussed implementing the UN's 'Protect, Respect, Remedy' framework and promoting human rights.
3) The 12th Working Group Meeting in New Delhi, which discussed collective action to advance anti-corruption efforts through corporate action.
4) The launch of GCNI's 5th chapter in Bang
Reservation in India refers to setting aside a percentage of seats in government institutions for historically disadvantaged communities such as Scheduled Castes (15%), Scheduled Tribes (7.5%), and Other Backward Classes (27%). While reservation aims to diminish gaps between upper and lower castes, it is also criticized for discouraging merit-based selection and encouraging vote bank politics. There are debates around the advantages of helping disadvantaged groups access opportunities versus the disadvantages of reducing quality and incentivizing caste feelings. The document concludes that reservation should be stopped and alternatives found to promote equality.
The document discusses India's system of reservations or quotas for underrepresented groups in education and government jobs. It notes that a certain percentage of positions are reserved for scheduled castes, scheduled tribes, and other backward classes to improve their well-being and representation. However, it questions whether the system has truly helped the downtrodden given that lower castes still face discrimination, and suggests that revolutionary education reform may be more effective than reservations alone.
This document provides an overview of human resource practices in India. It is divided into three classes:
1) Background information on India's history, culture, and key federal employment laws
2) Analysis of India's national culture using Hofstede's cultural dimensions
3) Discussion of common Indian HR practices related to staffing, training, performance management, and compensation. The document emphasizes how cultural factors like power distance and collectivism influence HR approaches in India.
This document provides an overview of human resource practices in India. It is divided into three classes:
1) Background information on India's history, culture, and key federal employment laws
2) Analysis of India's national culture using Hofstede's cultural dimensions
3) Discussion of common Indian HR practices related to staffing, training, performance management, and compensation. The document emphasizes how cultural factors like power distance and collectivism influence HR approaches in India.
1. India has complex human resource policies governed by multiple ministries and laws that regulate employment. The laws aim to protect workers but are criticized as being too rigid.
2. Common critiques include that rigid provisions in laws like the Industrial Disputes Act hamper job growth and encourage firms to stay small. Additionally, having many regulating bodies leads to disintegrated and inefficient laws.
3. Recommendations include providing more flexibility in labor laws to boost employment, expanding the scope and competencies of dispute resolution bodies, and reducing excessive and overlapping laws and enforcement agencies.
India has a large and young population but faces a skills gap challenge. With 54% of India's 1.2 billion people under age 25, and a projected skilled manpower surplus of 47 million by 2020, the government has launched the Skill India initiative to train over 400 million people by 2022. However, India still struggles with inadequate school infrastructure, teacher shortages, high dropout rates, and a mismatch between the skills taught and those needed for available jobs. The Skill India program aims to promote entrepreneurship and certification in diverse sectors to help address unemployment currently affecting 40 million Indians. Possible initiatives include increased collaboration between educational institutions and companies on research, curriculum, faculty development and preferential hiring.
The document discusses reservations in the Indian education system. It provides background on when reservations were introduced and the types of reservations that exist. It outlines the current situation where reservations make up 45% of many state quotas. It also discusses the debate around reservations, with supporters arguing it promotes equality while opponents say it hampers merit. Potential consequences are discussed like some taking undue advantage. Suggested solutions include basing reservations on family income and limiting it to the first two children. The conclusion is that while reservations achieved their goal, continued revisions may be needed.
Caste based reservation earlier granted to SC/ST and later extended to OBC and new demand for inclusion of other communities like JATs in Haryana has literally spit the country and needs to be readdressed. I have just picked up few articles from the net for benefit of all aspirants for competition in India.These are not my views.
Reservation in India provides affirmative action for backward and underrepresented communities defined by caste, gender, or religion. It began with the Indian Constitution and reserves a percentage of seats in educational institutions and government jobs for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. While intended to promote equality, the reservation system is controversial, as some see it as biased or making people feel disadvantaged based on their caste. The current reservation percentages allocated by the Government of India are 27% for Other Backward Classes, 15% for Scheduled Castes, and 7.5% for Scheduled Tribes, totaling 52.5%. Universities receive government funding through the University Grants Commission to establish Special Cells
This document provides an assessment of 61 years of affirmative action/reservation policies in India. It argues that reservation was intended to be a temporary measure but has become a permanent fixture. Reservation undermines merit and promotes reverse discrimination. It has strengthened caste divisions rather than removing inequalities. After 60+ years, officially there are still no communities that have crossed barriers of backwardness. True equality will be achieved by increasing merit for all rather than through illusory policies like reservation.
This document discusses India's system of reservation, which aims to promote equal opportunity and eradicate inequality. It provides historical context, outlines key constitutional provisions and court cases related to reservation. While reservation was initially intended to address social and educational backwardness, the criteria for determining reservation has not changed since 1950 despite significant social development. The current reservation quota exceeds 45% in some states, raising concerns about impact on merit, efficiency and quality of education. Suggestions are made to review the reservation system and establish new criteria based on economic status and poverty, along with ensuring transparency. In conclusion, while reservation initially served a reformatory purpose, the criteria is now outdated and a holistic approach is needed to truly achieve equality.
Reservation policies in India aim to promote equal opportunity and advancement for historically disadvantaged groups. The constitution provides for reservations in government jobs, education, and political positions for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. Currently, reservations account for 45% of seats across many states. However, critics argue that reservations have been extended for too long and are now benefiting elite members of reserved groups rather than the most disadvantaged. There is ongoing debate around balancing merit, equality of opportunity, and the historical aims of reservations in India.
The document discusses India's reservation policy, which aims to promote access to education and government jobs for historically disadvantaged groups. It provides a history of reservations from the late 19th century under British rule to their codification in the Indian Constitution in 1950. Key events include the Mandal Commission recommendations in 1980 to expand quotas to other backward classes, exceeding 50% in some states. Debate continues around the appropriate scope and implementation of reservations.
1) The document analyzes the demographic status of disabled persons in India based on 2011 Census data. 2) It finds that approximately 2.21% of India's population, or 2.68 crore people, identified as disabled. 3) The majority of disabled people suffered from physical disabilities affecting movement (20.27%), and most disabled people were between 10-19 years old (17.23%) or from Scheduled Castes (2.45%).
This document outlines the debate around regional reservation in India for admissions to higher education institutions. It discusses the constitutional provisions around equality and reservation, as well as various court cases related to domicile-based reservations. The document notes both the merits and demerits of regional reservation policies. It concludes by suggesting an emphasis on uniform primary/secondary education and increasing seats/colleges at prestigious institutions as alternatives to avoid fragmenting the country.
Reservation in India provides quotas for underrepresented groups in government jobs and public education. The current system reserves 49.5% of seats for Scheduled Castes (15%), Scheduled Tribes (7.5%), and Other Backward Classes (27%). Critics argue this deprives more qualified general category candidates of opportunities and has slowed India's development, while supporters counter that it aims to promote equality after historical discrimination. Long-term consequences are still debated, as the population of reserved groups has grown but caste-based data is not officially collected. Some general category communities are now demanding their own reservations.
This document discusses economic violence against Dalit entrepreneurs in Tamil Nadu, India. It begins with an abstract and introduction discussing the lack of success of Dalit entrepreneurs compared to other communities despite improvements in socioeconomic status. It then reviews literature on the topic and discusses the statement of problem, objectives, and hypotheses of the study. The methodology section outlines that the study uses a sample of 640 Dalit entrepreneurs surveyed across Tamil Nadu. Several tables then present results of the survey showing that Dalit entrepreneurs face significant discrimination and violations of their basic rights including lack of land ownership, untouchability, lack of opportunities, and domination by upper caste entrepreneurs. The study aims to measure economic violence against Dalit entrepreneurs in the region.
The document discusses India's reservation system, which was introduced to promote equal progress across all sections of society. It has faced criticism from the general category for perceived subjection. While reservations aimed to aid disadvantaged groups, there are concerns they are not always helping those most deserving or in need. The document examines perspectives on reservations and proposes some alternatives to the current system.
1. The document discusses reservations in India that aim to benefit socially disadvantaged groups but argues they have failed in their goals and increased inequality.
2. It calls for an immediate review of the provisions of the Mandal Commission from 1989 and for reservations to be reviewed every 5 years by an independent commission.
3. Long term suggestions include improving basic education to enable meaningful social uplift instead of temporary or cosmetic measures.
The document summarizes several events held by the Global Compact Network India between April and July 2013, including:
1) The 4th Subir Raha Memorial Lecture, where SEBI Chairman U.K. Sinha spoke on the expanding paradigm of corporate governance and emphasized the need for transparency and accountability.
2) The 2nd India CEO Forum Meeting in Bangalore, where business leaders discussed implementing the UN's 'Protect, Respect, Remedy' framework and promoting human rights.
3) The 12th Working Group Meeting in New Delhi, which discussed collective action to advance anti-corruption efforts through corporate action.
4) The launch of GCNI's 5th chapter in Bang
Reservation in India refers to setting aside a percentage of seats in government institutions for historically disadvantaged communities such as Scheduled Castes (15%), Scheduled Tribes (7.5%), and Other Backward Classes (27%). While reservation aims to diminish gaps between upper and lower castes, it is also criticized for discouraging merit-based selection and encouraging vote bank politics. There are debates around the advantages of helping disadvantaged groups access opportunities versus the disadvantages of reducing quality and incentivizing caste feelings. The document concludes that reservation should be stopped and alternatives found to promote equality.
The document discusses India's system of reservations or quotas for underrepresented groups in education and government jobs. It notes that a certain percentage of positions are reserved for scheduled castes, scheduled tribes, and other backward classes to improve their well-being and representation. However, it questions whether the system has truly helped the downtrodden given that lower castes still face discrimination, and suggests that revolutionary education reform may be more effective than reservations alone.
This document provides an overview of human resource practices in India. It is divided into three classes:
1) Background information on India's history, culture, and key federal employment laws
2) Analysis of India's national culture using Hofstede's cultural dimensions
3) Discussion of common Indian HR practices related to staffing, training, performance management, and compensation. The document emphasizes how cultural factors like power distance and collectivism influence HR approaches in India.
This document provides an overview of human resource practices in India. It is divided into three classes:
1) Background information on India's history, culture, and key federal employment laws
2) Analysis of India's national culture using Hofstede's cultural dimensions
3) Discussion of common Indian HR practices related to staffing, training, performance management, and compensation. The document emphasizes how cultural factors like power distance and collectivism influence HR approaches in India.
1. India has complex human resource policies governed by multiple ministries and laws that regulate employment. The laws aim to protect workers but are criticized as being too rigid.
2. Common critiques include that rigid provisions in laws like the Industrial Disputes Act hamper job growth and encourage firms to stay small. Additionally, having many regulating bodies leads to disintegrated and inefficient laws.
3. Recommendations include providing more flexibility in labor laws to boost employment, expanding the scope and competencies of dispute resolution bodies, and reducing excessive and overlapping laws and enforcement agencies.
The document discusses India's need to focus on skill development to address unemployment and shortage of skilled workers. Some key points:
- 54% of India's population is under 25 but there is widespread unemployment even among educated youth. Only 5% of the workforce has vocational training, one of the lowest rates in the world.
- 12.8 million new workers enter the labor market each year but vocational training infrastructure can only accommodate 2.5 million. Productivity is also among the lowest in the world.
- Proper skill development could help India benefit from its demographic dividend but failure could result in a demographic nightmare. The document advocates for reforms to address these issues.
This document outlines the agenda for a workshop on trade unions and industrial relations. It discusses understanding the evolution of trade unions in India through primary and secondary research, including questionnaires, interviews, and focus groups. The findings will analyze perspectives of management, workers, and union leaders on unions; expectations of Generation Y workers; and frameworks for uniting unions and engaging workforces, such as the UNO-TREE model. The discussion will also analyze situations with and without unions from the workers' perspective.
Jenna Fox Essay. Online assignment writing service.Emma Velasquez
The document outlines 5 steps to get writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, and deadline.
3. Review bids from writers and choose one based on qualifications.
4. Review the completed paper and authorize payment if satisfied.
5. Request revisions to ensure satisfaction, and the company offers refunds for plagiarized work.
This document contains the syllabus for the UGC NET exam in the subject of Labour Welfare/Personnel Management/Industrial Relations/Labour and Social Welfare/Human Resource Management. The syllabus is divided into 10 units covering topics such as principles of management, human resource management, organizational behavior, industrial relations, labour legislation, wages, labour welfare, and the labour market. It also includes advertisements and information about classroom and video coaching options from Astral Education for UGC NET exam preparation.
History Of Career Technical Education EssayAmy Alexander
- Caterpillar underwent restructuring in the 1990s due to mature product markets and high labor costs.
- It reduced employment levels and secured lower labor costs through increased automation and job classification reductions.
- Caterpillar also faced slower cost recovery and increased risk of losing market share as products moved into later stages.
Evidence of gender inequality and bias is all around us. Workplace prejudice has been found to affect workers’ salaries and career progression. Fighting gender stereotypes and prejudice by employers makes good business sense and in many countries, it's a legal obligation. This study aimed at investigating three factors believed to influence gender equality at the workplace. These included culture, distribution of resources and interpersonal relations. Five select medium sized public and private sector organizations based in Meru County were investigated. Each select organization employed over 100 workers .A total of 102 ordinary workers were randomly selected to participate in the study. Interviews and questionnaires were used as the main data collection tools. The study observed that women are more discriminated at the workplace. Culture plays a key role in perpetuating gender imbalance at the workplace due to men being dominant while women have been subordinate in the society. Further, outdated beliefs and separate gender roles have been responsible for holding women back. On distribution of resources, women were found to be under-represented in major decision making organs in the organization and suffered unequal access to economic resources .However cases of pay based on gender were negligible. Regarding interpersonal relations, the study observed that cases of sexual harassment play a key role in advancing gender inequality. The study noted that gender inequality at the workplace was responsible for cases of hostile working atmosphere, worker conflicts, harassment of subordinates by superiors, low productivity and slow growth of the organization. Various solutions to gender discrimination were recommended by the study. These include enforcing affirmative action in areas where there exists high discrimination against one gender. Individual organizations should invest in education, sensitization and mentorship programs to champion gender equality. Further, the government should enact more laws to prohibit gender discrimination practices. Organizations need to develop internal policies that punish offenders of gender discrimination and enforce a policy of equal-pay-for –equal work.
The document discusses current and future challenges for human resource management. It outlines 17 challenges, including reducing costs while developing new capabilities, talent management and development, a growing contingent workforce, managing a diverse workforce, using HR technology, taking a strategic role, focusing on worker well-being and training/reskilling. It also discusses impacts of the economy like high levels of informal employment and impacts of demonetization on sectors like textiles.
This presentation investigates potential developments in federal and state discrimination laws over the next 10 years from domestic and global perspectives. It identifies 5 key areas: 1) workforces will continue to be based on agreements between employees and employers and will require innovative solutions to issues between full-time and contract workers; 2) future workforces will be more diverse in terms of gender, ethnicity, and age; 3) skill sets focused on conceptual design and evaluation of situations to create practical solutions will be in high demand; 4) corporate cultures will need to be more aware of and able to manage diverse populations considering different cultural perspectives; and 5) monitoring employee satisfaction levels will be important to meet challenges and expectations.
Discussion QuestionsWhat are the key obstacles faced by the .docxelinoraudley582231
Discussion Questions
What are the key obstacles faced by the HRD function in
‘exporting’ HRD programmes to overseas subsidiaries?
Should organisations be seeking to impose a single culture across
all these global business units?
What types of cost‐efficiencies can be derived from cross‐cultural
standardisation?
What key facets should an internationalisation strategy possess?
Chapter 15: HRD at
the Community &
Societal Level
DR. DAVID MCGUIRE
EDINBURGH NAPIER UNIVERSITY
Chapter Objectives
Examine the social responsibilities of organisations and how
HRD can contribute to corporate social responsibility
approaches
Outline ethical principles affecting the field of HRD and how
HRD practitioners act and behave
Examine the role of HRD in developing communities and
society.
Chapter Context
It is increasingly recognised that HRD performs an important role at
the community and societal level. Beyond narrow organisational
interests, HRD embraces a broader agenda of building and growing
the capacity of individuals, groups and communities
HRD at the community and societal level stresses the importance of
acting responsibly and in an ethical manner and in doing so
embraces a social justice agenda. HRD practitioners have a
professional duty to act in an ethical manner – to act in a fair and
honest fashion and observe the rights, dignity and welfare of others.
HRD and Corporate Social
Responsibility
Corporate Social Responsibility is defined by Archie Carroll (1979) as
“The social responsibility of business encompasses the economic, legal,
ethical and discretionary expectations that society has of organisations
at a given point in time.”
Imbuing organisations with a social conscience extends organisational
responsibility beyond mere profit‐and‐loss accounts and looks at how
the actions and values of the organisation are aligned with those of
society.
Whilst the field of HRD has expressed increasing levels of interest in
ethics, integrity and sustainability, allied with a growth in critical HRD
literature a narrow profit‐performance paradigm still pervades much
research and thinking in HRD.
HRD and Corporate Social
Responsibility
Wilcox (2006: 187) articulates a view of corporations as ‘moral
communities’ based upon the cooperative relationships of its
members. She uses this view to argue that the global economic
system, through the actions of individual corporations, has been
responsible for unequal wealth distribution and social injustice,
leading to the marginalisation and exploitation of developing
countries by more advanced nations.
Barriers to implementing CSR in organisations include:
◦ There was often a lack of knowledge and awareness about CSR issues and the
underpinning rationale for engaging in these activities.
◦ A disconnect is observed by employees between CSR approaches and
organisational values and strategies
◦ CSR is viewed as too costly, time‐consuming & divorced from bus.
Fairness-aware Machine Learning: Practical Challenges and Lessons Learned (KD...Krishnaram Kenthapadi
Researchers and practitioners from different disciplines have highlighted the ethical and legal challenges posed by the use of machine learned models and data-driven systems, and the potential for such systems to discriminate against certain population groups, due to biases in algorithmic decision-making systems. This tutorial presents an overview of algorithmic bias / discrimination issues observed over the last few years and the lessons learned, key regulations and laws, and evolution of techniques for achieving fairness in machine learning systems. We motivate the need for adopting a "fairness by design" approach (as opposed to viewing algorithmic bias / fairness considerations as an afterthought), when developing machine learning based models and systems for different consumer and enterprise applications. Then, we focus on the application of fairness-aware machine learning techniques in practice by presenting non-proprietary case studies from different technology companies. Finally, based on our experiences working on fairness in machine learning at companies such as Facebook, Google, LinkedIn, and Microsoft, we present open problems and research directions for the data mining / machine learning community.
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This document discusses managing workforce diversity in a competitive environment. It defines diversity and identifies its various dimensions. It explores the benefits of a diverse workforce, such as improved decision making and increased creativity, but also notes potential challenges like increased conflict. The document outlines different approaches to diversity management that have evolved over time, from assimilation to managing diversity to recognize different cultures. It discusses the need for diversity management in India due to its highly diverse workforce. Effective diversity management practices can help companies better understand and serve diverse customer groups and access a wider talent pool.
The document is feedback from a professor to a student on an assignment about international human resources. The professor notes that the student's presentation was missing several key requirements of the assignment, including an analysis of how personnel administration objectives influence IHRM, recommendations for training a diverse workforce, and support with local data. The presentation also did not meet the required length and formatting guidelines. The professor provided the assignment requirements to guide the student in completing the presentation satisfactorily.
This document discusses the emerging world trade regime and the social clause and its implications for employee relations management. It covers several topics related to the social realities, culture, and organizations in different countries from a global perspective. It also discusses the WTO regime in India and how reforms have impacted labor practices and trade unions. Specific areas covered in depth include employment security, wage policy, social security, contract labor, and child labor. Recommendations are provided around accelerating reforms while balancing employee and employer expectations.
Fairness-aware Machine Learning: Practical Challenges and Lessons Learned (WS...Krishnaram Kenthapadi
Researchers and practitioners from different disciplines have highlighted the ethical and legal challenges posed by the use of machine learned models and data-driven systems, and the potential for such systems to discriminate against certain population groups, due to biases in algorithmic decision-making systems. This tutorial presents an overview of algorithmic bias / discrimination issues observed over the last few years and the lessons learned, key regulations and laws, and evolution of techniques for achieving fairness in machine learning systems. We will motivate the need for adopting a "fairness by design" approach (as opposed to viewing algorithmic bias / fairness considerations as an afterthought), when developing machine learning based models and systems for different consumer and enterprise applications. Then, we will focus on the application of fairness-aware machine learning techniques in practice by presenting non-proprietary case studies from different technology companies. Finally, based on our experiences working on fairness in machine learning at companies such as Facebook, Google, LinkedIn, and Microsoft, we will present open problems and research directions for the data mining / machine learning community.
Please cite as:
Sarah Bird, Ben Hutchinson, Krishnaram Kenthapadi, Emre Kiciman, and Margaret Mitchell. Fairness-Aware Machine Learning: Practical Challenges and Lessons Learned. WSDM 2019.
This case study can be used to reflect the extended responsibilities of HR departments in the case of child labor. Especially in a country like India, where nearly 4.5 million children (according to 2011 census) are reportedly employed, what would this mean for the demographic dividend? Also with Kailash Satyarthi winning the Nobel Peace Prize (for 2014) for his campaigns against child labor, the simmering problem seems to have assumed a global dimension. Can Indian companies and their HR departments play a proactive role to abate the prevalence and occurrence of child labor through their intent and involvement? Two young HR recruits (Mitali Roy and Manika Arora) grapple with their ethical dilemmas.
- The document examines employer associations' arguments that changes to industrial relations would enhance productivity, questioning if issues like penalty rates and job security relate more to cost cutting than productivity.
- Statistical research has found declining productivity in Australia for the past decade, which employer groups argue is due to rigid pay and conditions creating inflexible organizations unable to compete internationally. They believe flexibility is directly linked to productivity.
- However, the research of Todd (2012) questions the sweeping arguments of employers, finding that links between flexibility and productivity should be treated cautiously as organizational specifics and culture also impact productivity.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
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popular canines. The French Bulldog is the new top dog in the
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rankings in rapid time despite having health concerns and limited
color choices.”
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Namaste is the traditional greeting and is done as shown by the model in the picture. This greeting can be used any time during the day. It literally translates to "I bow to you". The word is derived from the Indian language Sanskrit. Namas means to bow or salute and te means to you. On the Indian flag orange represents courage and sacrifice; white represents purity and truth; and green stands for faith, fertility and chivalry. The wheel in the center represents each hour of the day, as well as the endless circle of life.
India has a parliamentary form of government with two Houses in the Parliament ( Rajya Sabha and Lok Sabha ). Though the president is the supreme commander of the Indian armed forces, the prime minister and the elected ministers are responsible for running the country. The majority of Indians do not eat beef for religious reasons. Because of this, hamburger giants like McDonalds opened restaurants in India and offered soy burgers. Hindi is as the national language because it is spoken by the majority of the population. Indian children are exposed to at least two to three languages during their school years as a part of their curriculum and through social exposure to people from different states. Knowledge of a regional language is considered a definite employment asset, especially for supervisory employees .
Mohandas Karamchand Gandhi is rightly (and officially) known as the father of the nation. He pioneered the concept of non-violent protest that inspired other great freedom leaders like Dr. Martin Luther King, Jr. The Indian social system is dominated by a caste system that fosters inequality, power and hierarchical management. The British reinforced the caste system because they equated it to their own class system. The British also introduced the census in India so they could identify different labor groups and employ them to their best advantage, thereby further emphasizing labor differences among groups. Caste is derived from the term castas, which was introduced by early Portuguese invaders in the 16 th century to describe the tribes, groups or families they observed working in separate groups. The caste system is divided into four principal labor categories based on a social and economic hierarchy. Brahmins are considered the intellectual leaders. Kshatriyas are considered the soldiers of war; Vaishyas are business traders; and Shudras are unskilled laborers. The caste system has created distinct labor categories and status differences among the groups. Brahmins are considered the highest in the caste hierarchy and Shudras the lowest. You can learn more about the British presence in India and the caste system by accessing “The Indian Caste System and The British” online at http://www.infinityfoundation.com/ECITcastebritishframeset.htm.
Prior to 1991, India had a closed-door policy toward direct foreign investment, and the government controlled most economic and business activities. There were strict ownership restrictions that allowed foreign companies to have only 40 percent equity when collaborating with domestic companies. While multinational companies generally complied, the classic case often quoted in business text books is that of IBM and Coca-Cola. Both organizations were asked to leave India because of lack of ownership compliance. In 1991, a new prime minister realized that to compete in the global market, India needed foreign investment. As a result, the government slowly began to ease some multinational ownership restrictions. The United States quickly became the largest investor in India with nearly $570 billion invested between 1991-2002. You can learn more about India’s foreign investment policies by accessing “Foreign Direct Investment in India” at http://www.london.edu/assets/documents/PDF/foreign_dir_investment_india.pdf. India is recognized as a global leader in software development. The Indian software industry has been instrumental in the international attention the country receives today. India has a well-educated English-speaking workforce who can communicate easily with other English-speaking cultures. The workforce is also often commended for its strong work ethic and willingness to work 12-hour days, six days a week. In addition, professional labor costs are significantly lower in India--almost 25 percent lower than in the United States. Global consulting group McKinsey estimates that if a multinational bank of 1,000 employees moved to India, the bank would save $18 million annually in labor costs.
A study by Mercer identified these companies to be the best companies to work for in India. As you will notice, most of the companies are from the IT industry, further demonstrating how important the IT industry is to the Indian economy. The Indian software industry has grown from a mere US $150 million in 1991-92 to a staggering US $5.7 billion (including more than $4 billion of software exports) in 1999-2000. In 2003, Infosys Technology, the top company on Mercer’s list, was identified by the American Society for Training and Development (ASTD) as one of the best companies providing global training. The results of the Mercer study helped benchmark best employment practices in the industry.
Divide the class into groups of two to three students. This class exercise can be spread over two class sessions, and a part of the class time can be used for presentation. Encourage students to note their questions during their research so they have a thorough understanding of the HR practices of their assigned company. For increased class participation, ask how these HR practices differ from the HR practices students have observed at a current or previous organization for which they have worked. The instructor can also ask each group to provide a 2-3 page summary report of their researched HR practices with references. The last page should include the students’ opinion on the researched HR practices.
The chronological enactment of employment laws reflects the increased importance of HR in the workplace. Indian organizations also noted the increased visibility and value of HR by migrating away from the use of the term “personnel” to “human resources.” Please read the following articles to get a better understanding of employment laws in India: Employment Law (scroll to Employees' Rights and Remuneration) : http://www.iptu.co.uk/content/india_employment_law.asp . Doing business in India: http://www.indialaw.org/laws.html#law1.
The Payment of Bonus Act guarantees that a bonus is paid to employees who have worked for at least 30 working days in the year and have salaries of at least Rs.3,500 per month. The payment of a bonus is applicable to every establishment where 20 or more workers are employed, but there are exceptions. Employees who work in insurance corporations, educational institutions, hospitals, chambers of commerce, federal banks and social welfare institutions are not entitled to a bonus under the Act. Bonuses do not have to be paid if the employee is dismissed from service for fraud or misconduct on the premises or for theft, misappropriation or like of the property of the organization. The law is quite controversial because employees want this bonus regardless of whether company is profitable or not; employers do not agree with this required entitlement. Disability in the Indian context includes the following: blindness; low vision; leprosy cured; hearing impairment; locomotor disability; mental retardation; or mental illness. About 50 million people, or 5 percent of India’s population, are affected by some sort of disability.
The creation of NIPM demonstrates the growing importance of HR in India. Further, links with other global HR organizations allow Indian members to understand and share best practices.
India’s Constitution provides for affirmative action based on the caste system in both education and employment. In federal jobs, it is common to have departments comprised of a single caste groups. Similarly, trade unions are also organized along the caste lines. Creation of such groups poses organizational challenges because these groups carry their personal differences to the workplace. Please read following articles for more information about the caste system and its effect on HR: Mozumdar, Suman Guha. (2007). Of job hunting and Indian Cast System. Rediff India Abroad. http://www.rediff.com/money/2007/nov/02hire.htm . Anonymous (2007, October 6). With reservations - Business and caste in India. The Economist . London. 385, 8549, 93.
The GLOBE (Global Leadership and Organizational Behavior Effectiveness) study, conducted by the Wharton Business School (University of Pennsylvania), is an analysis of the cultural, societal, organizational and leadership differences between 62 different societies around the world. The goal of the study was to determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies. India was included in the study. India’s high scores on power distance reflect a society that is characterized by a clear hierarchy engendered by both the Indian caste system and British rule. On average, there are at least 12 to 15 levels between a production worker and the CEO in a manufacturing environment. The Indian corporate world is characterized by clear hierarchies and formal structures. Employees are reluctant to disagree with a boss or even call them by their first name. Formal titles such as Mr., Mrs., Dr., Sir or Madam are widely used in both organizations and education. Collectivist cultures are characterized by a tight social framework where members distinguish themselves from in-groups and out-groups. In India, in-group members are usually from the same caste, religion or family. It is easy to distinguish a person’s caste and religion by last name, making it possible to make prejudiced staffing decisions. Recruiting, hiring and promoting employees from one’s own caste are quite common. Many Indian social customs suggest a culture that is ritualistic and avoids the uncertain or unknown. For example, many business decisions, such as opening a new plant, are based on astrological predictions to identify if the time is favorable. For marriages, social customs dictate that the astrological stars of the prospective groom and bride are matched before wedding plans are started.
It would be helpful for the instructor to read articles on national culture and HR practices. Some articles are suggested below: Javidan, M., & House, R. (2001). Cultural acumen for the global manager. Lessons from Project Globe. Organizational Dynamics , 29 (4), 289-305. Chhokar, J., Brodbeck, F., & House, R. (Eds). (2007). Culture and leadership across the world. The GLOBE book of in-depth studies of 25 societies . Lawrence Erlbaum Associates. Mahwah, New Jersey. The first chapter of the Chhokar book is most helpful.
High scores on future orientation reflect a society that plans for the future. Indian culture socializes children with axioms such as “always save for a rainy day” from an early age. This future orientation is reflected in personal bank accounts that most Indians open. The government encourages opening such accounts by providing tax breaks for them. There is a societal preference toward male dominance in both corporate and social settings, even though a female prime minister governed India for a long time. Indian women do not enjoy gender equality as many women in Western cultures do (Chhokar, 2007). There is a strong preference for recruiting only men for upper-level management positions .
Low power-distance cultures tend to have flatter organizational structures, democratic managers and a focus on fairness and equity. High-power distance cultures create loyalty; staffing practices such as internal recruitment and succession planning are very significant. Such practices foster a committed workforce.
Low institutional-collectivist cultures generally advocate individual achievement and value employee creativity. Compensation practices are geared toward awarding individual performance, and employee initiatives are valued. High in-group collectivist cultures create an environment of nepotism and favoritism. Providing personal and family references for jobs is common and expected. It is not unusual for personal relationships to supersede employment criteria.
Low uncertainty-avoidance cultures promote risk takers, flexible roles and quick decision-making. Cultures high in uncertainty avoidance adopt a lot of test-taking and seek elaborate information from job applicants, such as age, family background, etc., to minimize or reduce any unpredictability in the hiring process.
More information about how to conduct a Socrates Seminar is provided in the learning exercise document. Instructors should provide encourage students to ask numerous questions to ensure that they have a good grounding in national culture dimensions.
Resumes are closely examined to identify successful work experiences, career stability and, most importantly, continuous academic achievements such as enrollment in relevant graduate classes, certification, etc. Such academic achievements are considered by the employer as a barometer of the potential learning capability of the applicant. The emphasis on learning and education can be linked to the cultural dimension of future orientation. Employee referrals and succession planning are predominant in the Indian work environment, especially for middle and upper-level jobs. Employers from collectivist cultures like India hire and promote employees whom they know. These staffing practices promote loyalty and retention. Employment testing is also common for entry-level positions. Potential employers subject applicants to rigorous math, analytical and communications tests to identify high-potential learners. It is believed that having such cognitive information about the applicant increases the reliability of the hiring process. Such extensive testing is associated with the cultural dimension of uncertainty avoidance. In India, the sheer magnitude and size of online recruiting is staggering by Western standards. On average, large Indian companies recruit about 10,000 entry-level positions annually; screening resumes for authenticity and relevance is a staffing nightmare.
Indian job advertisements often specify educational qualifications and age requirements for potential jobs. Indian companies use branding in their recruitment process. The status-minded Indian employees like to work for employers that have a name and are well-recognized in employment and social circles. Therefore, newspaper advertisements frequently provide detailed company information. Subsequently, the employee is considered the “brand” and a walking advertisement for the company. Personal questions are often asked during the hiring process. Questions about marital status, caste and family background will be asked during the interview or on a bio-data form. Employers frequently discriminate on the basis of caste, which is easily recognizable by the first and last names. Verification of recent educational certifications, degrees and certificates is asked from applicants during the interview process. Married female applicants are frequently asked during the interview if they are planning to start a family. Please print and provide examples of state federal job applications to students. These can be found online at: http://governmentjob.googlepages.com/UppscAppl.JPG . Ask students to comment on the kind of information sought from applicants by Indian employers.
Indian organizations spend quite a bit of money on training because it is considered an extension of academic learning, which is very valued in India. It also relates to the cultural dimension of future orientation, which makes employees seek any form of learning to have constant marketable skills. Among Indians, training creates loyalty to the company. For entry-level employees, there is often a large disconnect as to what they are taught in graduate school and what they have to do when they enter the workplace. Therefore elaborate entry-level training focuses on soft skills such as effective communications, team dynamics and also relevant product-based and technical knowledge. Training programs in India are more extensive and longer in duration. Entry-level employees are in training for between three and 12 months, depending on the size of the company. The average annual corporate training hours can range anywhere between 60 and 120 hours. The best company in providing training is Infosys, with an annual training budget of about $145 million. Entry-level Infosys employees spend about four weeks on initial training. Organizations often pair with both well-known local and international universities to provide continuing education for their employees. To learn more about training in India, instructors may want to review the following articles: Training 2008: World View, Focus on India (available at http://www.itapintl.com/focusonindia.htm ). Top 5 IT firms spend $438 million on training (available at traininghttp://www.livemint.com/2007/11/12001337/Top-5-IT-firms-spend-438-mn-o.html).
The collectivist culture of India makes performance management quite challenging. Superiors and subordinates develop close relationships, making a formal appraisal process difficult. Supervisors frequently inflate the work performance of subordinates because personal friendships between supervisors and subordinates blur objective evaluations. The Indian work culture also emphasizes organizational loyalty over performance and efficiency. Further, promotions are usually based on seniority, making organizational tenure an important performance criteria. Organizations usually have annual performance reviews with the supervisor providing comments on employees performance. However, leading Indian companies are adopting a very progressive approach to performance management by adopting a 360-degree approach or management by objectives (MBO). Instructors: Please read “Performance appraisal takes center stage” for more information about the Indian performance management system. This article is available online at http://hrinindia.multiply.com/journal/item/43/Performance_Appraisals_take_centre_stage_ .
A base salary is provided with several other allowances that are typical to Indian employers. The base salary usually accounts for 40 to 50 percent of an employee’s salary. The remaining salary is comprised of several allowances. Housing is expensive in India, and employers often reimburse a portion of the housing expenses through a House Rent Allowance, or HRA. Medical allowances come in a variety of forms. Organizations may reimburse expenditures incurred by the employee or his or her family for medical treatment; pay a fixed allowance for routine check-ups; or participate in a group medical insurance policy. The dearness allowance (known as cost-of-living in the United States.) is calculated as a percentage of the base salary. It is an allowance provided to adjust the cost of living and may vary depending on the job’s location (rural vs. urban areas). Leave travel allowance (LTA) permits two tax-free travel opportunities in India within a four-year period. LTA is provided based on an employee’s salary and level in the organization . This includes employees and their family members. For more information about these additional allowances, instructors may want to read the following online articles: http://www.pacificbridge.com/publication.asp?id=31 : Recruiting in India http://www.pacificbridge.com/publication.asp?id=30 : Recruiting in India For public holidays in India, please read: http://www.worldtravelguide.net/country/120/public_holidays/Indian-Subcontinent/India.html
There is a distinct retirement age in the private and public sectors. Public-sector employees retire at age 60. Private-sector employees have a choice of retiring anytime between ages of 55 and 60. Two specific retirement funds are available to all Indian employees: Provident Funds: This fund is similar to the 401(k) in the United States, where both employees and employers contribute. Gratuity: Employees do not contribute to this fund. It is calculated based on years of service.
Organizations are seen as an extension of the family, and they often help employees achieve both personal and material goals by providing short- and long-term loans. Some organizations provide a variety of food at a subsidized cost, encouraging a family atmosphere.
Executives or senior management are frequently offered special perks. These special perks are associated with increased social status. Employees in the Indian culture like to have visible indicators of increased status and wealth because they signify work achievement.
The instructor should have students read the article in class. The students should jot down their answers for these three questions and then discuss their individual answers as a group.