This document defines various KSAs (Knowledge, Skills, Abilities) and competencies for federal government positions. It provides definitions for interpersonal skills, team skills, communications, planning/organizing, and other competencies. It also describes Executive Core Competencies such as leading change, leading people, results driven, and business acumen. Key characteristics and leadership competencies are outlined for each.

1. KSAs – Knowledge/Skills/Abilities
[Taken from the Federal Government, Office of Personnel
Management 2008]
KSA Description
Knowledge – Mastery of facts, range of information in subject
matter area.
Skills – Proficiency, expertise, or competence in given area;
e.g., science, art, crafts.
Abilities – Demonstrated performance to use knowledge and
skills when needed.
KSA Definitions [General Employee Competencies]
Interpersonal Skill
Is aware of, responds to, and considers the needs, feelings, and
capabilities of others. Deals with conflicts, confrontations,
disagreements in a positive manner, which minimizes personal
impact, to include controlling one’s feelings and reactions.
Deals effectively with others in both favorable and unfavorable
situations regardless of status of position. Accepts
interpersonal and cultural diversity.
Team Skill
Establishes effective working relationships among team
members. Participates in solving problems and making
decisions.
Communications

2. Presents and expresses ideas and information clearly and
concisely in a manner appropriate to the audience, whether oral
or written. Actively listens to what others are saying to achieve
understanding. Shares information with others and facilitates
the open exchange of ideas and information. Is open, honest,
and straightforward with others.
Planning and Organizing
Establishes courses of action for self to accomplish specific
goals [e.g., establishes action plans]. Identifies need, arranges
for, and obtains resources needed to accomplish own goals and
objectives. Develops and uses tracking systems for monitoring
own work progress. Effectively uses resources such as time and
information.
Organizational Knowledge and Competence
Acquires accurate information concerning the agency
components, the mission[s] of each relevant organizational unit,
and the principal programs in the agency. Interprets and
utilizes information about the formal and informal organization,
including the organizational structure, functioning, and
relationships among units. Correctly identifies and draws upon
source[s] of information for support.
Problem Solving and Analytical Ability
Identifies existing and potential problems/issues. Obtains
relevant information about the problem/issue, including
recognizing whether or not more information is needed.
Objectively evaluates relevant information about the
problem/issue. Identifies the specific cause of the
problem/issue. Develops recommendations, develops and
evaluates alternative course of action, selects courses of action,

3. and follows up.
Judgment
Makes well reasoned and timely decisions based on careful,
objective review and informed analysis of available
considerations and factors. Supports decisions or
recommendations with accurate information or reasoning.
Direction and Motivation
Sets a good example of how to do the job; demonstrates
personal integrity, responsibility, and accountability. Provides
advice and assistance to help others accomplish their work.
Directs/motivates self.
Decisiveness
Identifies when immediate action is needed, is willing to make
decisions, render judgments, and take action. Accepts
responsibility for the decision, including sustaining effort in
spite of obstacles.
Self-Development
Accurately evaluates own performance and identifies skills and
abilities as targets of training and development activities related
to current and future job requirements. Analyzes present career
status. Sets goals [short and/or long term]. Identifies available
resources and methods for self-improvement. Sets realistic time
frames for goals and follows up.
Flexibility
Modifies own behavior and work activities in response to new
information, changing conditions, or unexpected obstacles.

4. Views issues/problems from different perspectives. Considers a
wide range of alternatives, including innovative or creative
approaches. Strives to take actions that are acceptable to others
having differing views.
Leadership
Ability to make right decisions based on perceptive and
analytical processes. Practices good judgment in gray areas.
Acts decisively.
KSA Definitions {General Supervisory/Manager Competencies}
Problem Solving and Analytical Ability
Identifies existing and potential problems; notes, understands,
and includes the critical elements of problem situations; obtains
and evaluates relevant information; demonstrates awareness that
new and/or additional information sources are required; notes
interrelationships among elements; identifies possible causes of
the problems; recognizes the need to shift to an alternative
course of action including innovative or creative approaches;
and appropriately terminates information collection and
evaluation activities.
Planning and Organizing
Identifies requirements; allocates, and effectively uses
information, personnel, time, and other resources necessary for
mission accomplishment; establishes appropriate courses of
action for self and/or others to accomplish specific goals;
develops evaluation criteria and tracking systems for monitoring
goal progress and accomplishment; and specifies objectives,
schedules, and priorities.
Decisiveness

5. Makes decisions, renders judgments, and takes action on
difficult or unpleasant tasks in a timely fashion, to include the
appropriate communication of both negative and positive
information and decisions.
Judgment
Develops and evaluates alternative courses of action; makes
decisions based on correct assumptions concerning resources
and guidelines; supports decisions or recommendations with
data or reasoning; defines and implements solutions to
problems; and recognizes when no action is required.
Communication Skill
Presents and expresses ideas and information effectively and
concisely in an oral and/or written mode; listens to and
comprehends what others are saying; shares information with
others and facilitates the open exchange of ideas and
information; is open, honest, and straightforward with others;
provides a complete and timely explanation of issues and
decisions in a manner appropriate for the audience; and presents
information and material in a manner that gains the agreement
of others.
Interpersonal Skill
Is aware of, responds to, and considers the needs, feelings, and
capabilities of others; deals effectively with others in favorable
and unfavorable situations regardless of their status or position;
accepts interpersonal and cultural differences; manages
conflict/confrontations/ disagreements in a positive manner that
minimizes personal impact, to include controlling one’s own
feelings and reactions; and provides appropriate support to
others.

6. Direction and Motivation
Motivates and provides direction in the activities of others to
accomplish goals; gains the respect and confidence of others;
appropriately assigns work and authority to others in the
accomplishment of goals; provides advice and assistance as
required.
Supervisory role Performance
Displays knowledge of the roles, responsibilities, and duties of
supervisors and managers; accurately assesses the impact upon
others of role performance; and supports and promotes
organizational decisions, policies, programs, and initiatives
such as EEO and Affirmative Action.
Specialty Competence
Understands and appropriately applies procedures,
requirements, regulations, and policies; maintains credibility
with others on specialty matters; uses appropriate procedures or
systems in the operation and/or staff environment as the
position requires.
Organizational Knowledge
Demonstrates knowledge of the department’s or agency’s
organizational components, the mission[s] of each relevant
organizational unit, and the principal programs in the
organization.
Leadership
Establishes work standards and expectations for self and others.
Appropriately assigns/delegates work and authority to others in
the accomplishment of goals. Keeps goals and objectives in
sight at all times, monitors progress toward goals, and works to

7. overcome barriers and obstacles. Provides coaching, advice,
and assistance as required; e.g., helps subordinates overcome
obstacles and deal with problems. Appropriately assesses
contributions and p performance of employees; provides
appropriate recognition, and deals with problems as they arise.
Instills in others a sense of pride in the job at hand.
Executive Core Competencies [ECC]
ECC #1
Leading Change
ECC #2
Leading People
ECC #3
Results Driven
ECC #4
Business Acumen
ECC #5
Building Coalitions/Communications
ECC #1 Leading Change
This core qualification encompasses the ability to develop and
implement an organizational vision which integrates key
national and program goals, priorities, values, and other factors.
Inherent to it is the ability to balance change and continuity – to
continually strive to improve customer service and program
performance within the basic government framework, to create a
work environment that encourages creative thinking, and to
maintain focus, intensity and persistence, even under adversity.
Key Characteristics:

8. 1. Exercising leadership and motivating managers to incorporate
vision, strategic planning, and elements of quality management
into the full range of the organization’s activities; encouraging
creative thinking and innovation; influencing others toward a
spirit of service; designing and implementing new or cutting
edge programs/processes.
2. Identifying and integrating key issues affecting the
organization, including political, economic, social,
technological, and administrative factors.
3. Understanding the roles and relationships of the components
of the state or regional policy making and implementation
process, including the Governor, legislature, the judiciary, local
governments, and interest groups; and formulating effective
strategies to balance those interests consistent with the business
of the organization.
4. Being open to change and new information; tolerating
ambiguity; adapting behavior and work methods in response to
new information, changing conditions, or unexpected obstacles;
adjusting rapidly to new situations warranting attention and
resolution.
5. Dealing effectively with pressure; maintaining focus and
intensity and remaining persistent, even under adversity;
recovering quickly from setbacks.
6. Displaying a high level of initiative, effort, and commitment
to public service; being proactive and achievement-oriented;
being self-motivated; pursuing self-development; seeking
feedback from others and opportunities to master new
knowledge.
Leadership Competencies
Creativity and Innovation – Develops new insights into

9. situations and applies innovative solutions to make
organizational improvements; creates a work environment that
encourages creative thinking and innovation; designs and
implements new or cutting-edge programs/processes.
Resilience – Deals effectively with pressure; maintains focus
and intensity and remains optimistic and persistent, even under
adversity. Recovers quickly from setbacks. Effectively
balances personal life and work.
Continual Learning – Grasps the essence of new information;
masters new technical and business knowledge; recognizes own
strengths and weaknesses; pursues self-development; seeks
feedback from others and opportunities to master new
knowledge.
Service Motivation – Creates and sustains an organizational
culture which encourages others to provide the quality of
service essential to high performance. Enables others to acquire
the tools and support they need to perform well. Shows a
commitment to public service. Influence others toward a spirit
of service and meaningful contributions to mission
accomplishment.
External Awareness – Identifies and keeps up to date on key
national and international policies and economic, political, and
social trends that affect the organization. Understands near-
term and long-range plans and determines how best to be
positioned to achieve a competitive business advantage.
Strategic Thinking – Formulates effective strategies consistent
with the business and competitive strategy of the organization.
Examines policy issues and strategic planning with a long-term
perspective. Determines objectives and sets priorities;
anticipates potential threats or opportunities.
Flexibility – Is open to change and new information; adapts

10. behavior and wok methods in response to new information,
changing conditions, or unexpected obstacles. Adjust rapidly to
new situations warranting attention and resolution.
Vision – Takes a long-term view and acts as a catalyst for
organizational change; builds a shared vision with others.
Influences others to translate vision into action.
ECC #2 Leading People
This core competency involves the ability to design and
implement strategies which maximize employee potential and
foster high ethical standards in meeting the organization’s
vision, mission, and goals.
Key Characteristics:
1. Providing leadership in setting the workforce’s expected
performance levels commensurate with the organization’s
strategic objectives; inspiring, motivating, and guiding others
toward total accomplishment; empowering people by sharing
power and authority.
2. Promoting quality through effective use of the organization’s
performance management system [e.g., establishing
performance standards, appraising staff accomplishments using
the developed standards, and taking action to reward, counsel,
or remove employees, as appropriate].
3. Valuing cultural diversity and other differences; fostering an
environment where people who are culturally diverse can work
together cooperatively and effectively in achieving
organizational goals.
4. Assessing employees’ unique developmental needs and
providing developmental opportunities which maximize
employees’ capabilities and contribute to the achievement of
organizational goals; developing leadership in others through

11. coaching and mentoring.
5. Fostering commitment, team spirit, pride, trust, and group
identity; taking steps to prevent situations what could result in
unpleasant confrontations.
6. R3solving conflicts in a positive and constructive manner;
this includes promoting labor/management partnerships and
dealing effectively with employee relations matters, attending
to morale and organizational climate issues, handling
administrative, labor management, and EEO issues, and taking
disciplinary actions when others means have not been
successful.
Leadership Competencies
Conflict Management – Identifies and takes steps to prevent
potential situations that could result in unpleasant
confrontations. Manages and resolves conflicts and
disagreements in a positive and constructive manner to
minimize negative impact.
Integrity/Honesty – Instills mutual trust and confidence; creates
a culture that fosters high standards of ethics; behaves in a fair
and ethical manner toward others, and demonstrates a sense of
corporate responsibility and commitment to public service.
Cultural Aw3areness – Initiates and manages cultural change
within the organization to impact organizational effectiveness.
Values cultural diversity and other individual differences in the
workforce. Ensures that the organization builds on these
differences and that employees are treated in a fair and
equitable manner.
Team Building – Inspires, motivates, and guides others toward
goal accomplishments. Consistently develops and sustains

12. cooperative working relationships. Encourages and facilitates
cooperation within the organization and with customer groups;
fosters commitment, team spirit, pride, trust. Develops
leadership in others through coaching, mentoring, rewarding,
and guiding employees.
ECC #3 Results Driven
This core competency stresses accountability and continuous
improvement. It includes the ability to make timely and
effective decisions and produce results through strategic
planning and the implementation and evaluation of programs
and policies.
Key Characteristics:
1. Understanding and appropriately applying procedures,
requirements, regulations, and policies related to specialized
expertise; understanding linkages between administrative
competencies and mission needs; keeping current on issues,
practices, and procedures in technical areas.
2. Stressing results by formulating strategic program plans
which assess policy/program feasibility and include realistic
short and long-term goals and objectives.
3. Exercising good judgment in structuring and organizing work
an setting priorities; balancing the interests of clients and
readily readjusting priorities to respond to customer demands.
4. Anticipating and identifying, diagnosing, and consulting on
potential or actual problem areas relating to program
implementation and goal achievement; selecting from
alternative courses of corrective action, and taking action from
developed contingency plans.

13. 5. Setting program standards; holding self and others
accountable for achieving these standards; acting decisively to
modify them to promote customer service and/or quality of
programs and policies.
6. Identifying opportunities to develop and market new products
and services with or outside of the organization; taking risks to
pursue a recognized benefit or advantage.
Leadership competencies
Accountability - Assures that effective controls are developed
and maintained to ensure the integrity of the organization.
Holds self and others accountable for rules and responsibilities.
Can be relied upon to ensure that projects within areas of
specific responsibility are completed in a timely manner and
within budget. Monitors and evaluates plans; focuses on results
and measuring attainment of outcomes.
Entrepreneurship – Identifies opportunities to develop and
market new products and services within or outside of the
organization. Is willing to take risks; initiates actions that
involve a deliberate risk to achieve a recognized benefit or
advantage.
Customer Service – Balancing interests of a variety of clients;
readily readjust priorities to respond to pressing and changing
client demands. Anticipates and meets the need of clients;
achieves quality end-products; is committed to continuous
improvement of services.
Problem Solving – Identifies and analyzes problems;
distinguishes between relevant and irrelevant information to
make logical decisions; provides solutions to individual and
organizational problems.
Decisiveness – Exercises good judgment by making sound and

14. well-informed decision; perceives the impact and implications
of decisions; makes effective and timely decisions, even when
data is limited or solutions produce unpleasant consequences; is
proactive and achievement oriented.
Technical Credibility – Understands and appropriately applies
procedures, requirements, regulations, and policies related to
specialized expertise. Is able to make sound hiring and capital
resource decisions and to address training and development
needs. Understand linkages between administrative
competencies and mission needs.
ECC #4 Business Acumen
This core competency involves the ability to acquire and
administer human, financial, material, and information
resources in a manner which instills public trust and
accomplishes the organization’s mission, and to use new
technology to enhance decision making.
Key Characteristics
1. Assessing current and future staffing needs based on
organizational goals and budget realities. Applying sound
human resource principles to develop, select, and manage a
diverse workforce.
2. Overseeing the allocation of financial resources; identifying
cost-effective approaches; establishing and assuring the use of
internal controls for financial systems.
3. Managing the budgetary process, including preparing and
justifying a budget and operating the budget under
organizational and legislative procedures; understanding the
marketing expertise necessary to ensure appropriate funding
levels.
4. Overseeing procurement and contracting procedures and

15. processes.
5. Integrating and coordinating logistical operations.
6. Ensuring the efficient and cost-effective development and
utilization of management information systems and other
technological resources that meet the organization’s needs;
understanding the impact of technological changes on the
organization.
Leadership Competencies
Financial Management – Demonstrates broad understanding of
principles of financial management and marketing expertise
necessary to ensure appropriate funding levels. Prepares,
justifies, and/or administers the budget for the program area;
uses cost-benefit thinking to set priorities; monitors
expenditures in support of programs and policies, Identifies
cost-effective approaches. Manages procurement and
contracting.
Technological Management – Uses efficient and cost-effective
approaches to integrate technology into the workplace and
improve program effectiveness. Develops strategies using new
technology to enhance decision making. Understands the
impact of technological changes on the organization.
Human Resource Management – Assesses current and future
staffing needs based on organizational goals and budget
realities. Using merit principles, ensure staff are appropriately
selected, developed, utilized, appraised, and rewarded; takes
corrective action.
ECC #5 Building Coalitions/Communication
This core competency involves the ability to explain, advocate
and express facts and ideas in a convincing manner, and

16. negotiate wit5h individuals and groups internally and
externally. It also involves the ability to develop an expansive
professional network with other organizations, and to identify
the internal and external politics that impact the work of the
organization.
Key Characteristics
1. Representing and speaking for the organizational unit and its
work [e.g., presenting, explaining, selling, defining, and
negotiating] to those within and outside the office [e.g., agency
heads and other government executives; corporate executives;
Department of Administrative Services budget officials;
legislative members and staff; the media; governor’s office;
clientele and professional groups]; making clear and convincing
oral presentations to individuals and groups; listening
effectively and clarifying information; facilitating an open
exchange of ideas.
2. Establishing and maintaining working relationships with
internal organizational units [e.g., other program areas and staff
support functions]; approaching each problem situation with a
clear perception of organizational and political reality; using
contacts to build and strengthen internal support bases; getting
understanding and support from higher level management.
3. Developing and enhancing alliances with external groups
[e.g., other agencies or firms, state and local governments,
legislature, and clientele groups]; engaging in cross-functional
activities; finding common ground with a widening range of
stakeholders.
4. Working in groups and teams; conducting briefings and
othe45r meetings; gaining cooperation from others to obtain
information and accomplish goals; facilitating “win-win”
situations.
5. Considering and responding appropriately to the needs,
feelings, and capabilities of different people in different

17. situations is tactful and treats others with respect.
6. Seeing that reports, memoranda, and other documents reflect
the position and work of the organization in a clear, convincing,
and organized manner.
Leadership Competencies
Influencing/Negotiating – Persuades others; builds consensus
through give and take; gains cooperation from others to obtain
information and accomplish goals; facilitates “win-win”
situations.
Partnering – Develops networks and builds alliances, engages in
cross-functional activities; collaborates across boundaries, and
finds common ground with a widening range of stakeholders.
Utilizes contacts to build and strengthen internal support bases.
Interpersonal Skills – Considers and responds appropriately to
the needs, feelings, and capabilities of different people in
different situations; is tactful, compassionate and sensitive, and
treats others with respect.
Political Savvy – Identifies the internal and external politics
that impact the work of the organization. Approaches each
problem situation with a clear perception of organizational and
political reality; recognizes the impact of alternative courses of
action.
Oral Communication – Makes clear and convincing oral
presentations to individuals or groups; listens effectively and
clarifies information as needed; facilitates an open exchange of
ideas and fosters an atmosphere of open communication.
Written Communication – Expresses facts and ideas in writing
in a clear, convincing and organized manner.

18. PAGE
1
Alignment of HR Practices with Organizational
Strategies
G. Venkat Rao & D.Jayarama Krishna
The present study, made in an inte-
grated Navaratna public sector unit
viz. Visakhapatnam Steel Plant, ex-
amines the configuration, alignment
and integration between HR p ra c-
tices (Welfare, Compensation Man-
agement, Structure and Policies, H
R Flow, H R D, Communication Sys-
tems, P erfo rm a n ce M anagem ent,
Culture and In d u stria l Relations)
and the O rganizational Strategies
(Primary Statements: Vision State-
ment, Mission Statement, Core Val-
ues a nd Core C om p eten cies and
Supportive Statem ents: Corporate
Strategy, Business Strategy, HRM
Strategy). Out o f a sample o f 183
employees, drawn from top manage-
m ent p o s itiv e responses were re-
ceived from 165. The study was car-
rie d out with the help o f F actor
A n a ly sis, M eans A n a ly sis and
Pearson Correlation. No correlation
was fo und between Structure & Poli-
cies and Business and H R M strat-

19. egies.
G Venkat Rao is Asst.Professor, Department of HRM,
Dr.L.Bullayya P.G.College, Visakhapatnam, E-mail:
[email protected] D.Jayarama Krishna is Deputy
Manager (EMD), Visakhapatnam Steel Plant.
Introduction
Human resource management is a
varied subject and interlinked with in-
ternal and external dynamics. Human
resource management as a profession
has gathered enough material and
faced changes to meet the strategic
requirements (Sparrow & Pettrigew,
1990). Human resources management
cannot be viewed in isolation and has
to be systematically assessed with or-
ganizational goals. The role of a HR
manager is to be a strategic partner
(Ulrich, 1998). The strategic require-
ments are be addressed by the human
resources management. The globaliza-
tion effect has created impacts on
workforce demographics, bottom-line,
market reach, technological changes,
intellectual capital, and the importance
o f m anaging hum an re so u rces
(Devanna, Fombrum & Tichy, 1981;
Wright & Snell, 1998).
Speaker (2000) views activities of
relations, compensation and planning
as strategic with high value. Sparrow
(1986) postulates strategic human re-

20. source management as implementa-
tion of practices that generate the be-
666 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
mailto:[email protected]
HR Practices & Organizational Strategies
haviors and competencies to gain its stra-
tegic goals. The welfare management
has graduated to strategic human re-
source management, and the concept has
originated from resource based view.
Strategic human resource management
provides people oriented solutions to busi-
ness problems.
Organizational & HRM Strategies
Organizational strategy is a detailed
assessment from which it derives its evo-
lution and the objectives of existence. The
strategy spells out the direction o f the
business. The corporate strategy is that
strategy made at corporate level to cre-
ate competitive advantage in the market-
place. Evaluation o f the competitive im-
plications of broad trends, analysis of
competitors, identification of growth op-
portunities and creation o f successful
brands are involved in the corporate
strategy. Porter’s (1980) corporate strat­
egies are growth, stabilization and re-

21. trenchment. Growth is the expansion,
development and creation of new assets
and business. The business through con-
solidation acquires stabilization and re-
trenchment strategy involves rightsizing
the business. Porter (1980) clarifies busi-
ness strategy as planned deployment of
resources and creation of an environment
to achieve stated objectives. The busi-
ness strategy is the action plan which
designs, executes and evaluates the
course to attain the stated objectives.
Patra (2011) clarifies that business strat-
egy is the purpose, goals, objectives and
plans to attain the business goals. There-
fore the term is to be understood in the
perspective o f business environment.
Porter (1980) classifies business
strategies as generic and competitive
strategies. The cost leadership strategy
focuses on either low cost or high cost
premium market. The strategy derives
direction from the strategic intents; the
sources for these intents are vision, mis-
sion and organization objectives. The vi-
sion is a statement of the future o f the
organization that is compelling and driv-
ing force, mission is more articulate,
measurable, written and focused over
time. The objectives are framed with
above intentions. The primary objective
of HRM may be categorized into four
objectives societal, organizational, func-
tional and personal. The societal objec-
tives refer to legal compliance, benefits,

22. union-management relations; organiza-
tional objectives are categorized as hu-
man resource planning, employee rela-
tions, selection, training and development,
appraisal, placement, assessment; the
functional objectives may be appraisal,
placement, assessment; and the personal
objectives are training and development,
appraisal, placement, assessment. HRM
is strategic by its very nature and all its
elements have strategic linkages (Wright
& McMahan, 1992).The core competen-
cies refer to those unique qualities of the
human resources that determine the or-
ganizations competitive advantage. The
core values are the standards of moral-
ity for which the organization stands.
The stra teg y derives direction
from the strategic intents; the
sources for these intents are vi-
sion, mission and organization ob-
jectives.
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 667
G. Venkat Rao & D.Jayarama Krishna
The HRM practices are procure-
ment, development, compensation, inte-
gration and maintenance (Edwin Fillipo,
1980). Harvard Business Review model
defines practices as HR flow, work flow

23. and reward flow. HRM practice refers
TcTorganizational activities directed at
managing the pool o f human resources
and ensuring that the resources are em-
ployed towards the fulfillment o f the or-
ganizational goals. The contribution of
HRM to organization strategy is best
achieved by having the best fit. This stra-
tegic fit aims at utilization o f human re-
sources to achieve organizational goals.
Salamam-Graeme (2000) view fit as
planned deployment o f human resources
and its activities. This fit refers to two
kinds, horizontal fit and vertical fit. Hori-
zontal fit is the alignment o f HRM prac-
tices and vertical fit refers to the align-
ment o f these practices with the man-
agement strategy. Porter (1980) clarifies
that these practices and alignment brings
organizational excellence.
The determinants of horizontal fit and
vertical fit may be classified as:
• HR function factors: HR policy, op­
tion, investment and budget.
• Capability and ability factors: HR
manager’s capability, top manager’s
a b ility and support, em p lo y ee’s
knowledge and skills.
• Firm level factors: nature of strategy,
values and culture.
The approaches to integration o f

24. strategies may be grouped into three
ty p e s ’: con tin g en cy approach, best
p ractice approach and bundled ap -
proach (Salaman Graeme, 2000). Con-
tingency approach is based on situ -
ational variables namely decision, es-
poused values and situation. The best
practice approach relies on such prac-
tices which are universal, proved as the
best and on application provides com-
paratively superior performance. The
bundling approach refers to combina-
tion o f best practices and contingency
practices as per the requirement. Each
o f th e HR p r a c tic e s o p e ra te s as
com plem entary or supplem entary to
each other. The empirical studies by
Huselid and Becker (1997) have estab-
lished relationship between financial
returns, human resource management
(HRM) system, operational excellence
and alignment with business strategic
goals. Further, perceptual performance
is high when HR strategies are aligned
with organizational strategies (Youndt,
Snell, Dean, & Lepak, 1996). Smith
(1982) has examined the HR practices
followed at different stages o f organi-
zational growth and Schuler and Jack-
son (1987) have classified generic strat-
eg ies o f HR p ra c tic e s as dynam ic
growth, extract growth and turnaround
strategy. Sumantra Ghoshal and Chris-
topher B artlett (1997) emphasize on
M cK insey’s 7-S fram ew ork and the

25. need for the alignment o f seven orga-
n iz atio n al v a ria b les; su p ero rd in ate
g oals, strategy, stru c tu re , system s,
staff, skills, and style. Core competen-
cies are the unique abilities o f the hu-
man resources which give distinct com-
petitive advantage (Hamel & Prahalad,
2002).The core values are the building
blocks o f the culture and determine the
668 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
HR Practices & Organizational Strategies
extent o f vertical and horizontal fit. The
alig n m en t o f core co m p eten cies and
core values w ith HR strategies is an
area o f priority.
The alignment of core competen-
cies and core values with HR strat-
egies is an area of priority.
M ethodology
The p resen t study w as m ade in an
integrated N avaratna public sector unit,
V isakhapatnam Steel P lant (a unit u n -
der R ashtriya Ispat Nigam Limited) and
exam ines the co nfiguration, alignm ent
and integ ratio n betw een HR p ractices
an d th e o r g a n iz a ti o n a l s tr a t e g ie s .
V isakhapatnam Steel P lant is a tu rn -

26. around organization from 2001 and ex-
p a n d e d its p r o d u c tio n c a p a c ity to
6.5million tons o f iron and steel through
internal accruals. The annual turnover
in 2014 is R s .10,500 crores and p ro fit-
able. The V isakhapatnam Steel Plant
p r o v id e s d i r e c t e m p lo y m e n t to
18 ,4 4 0 (E x ecu tiv es:6 ,3 19, N on-E xecu-
tives: 11,597 and Trainees:524) and with
productivity o f 350 tons per person. The
study is made w ith the follow ing two
dim ensions: 1.HR p ractices, 2 .O rg an i-
zational strategies.
The HR Practices are conceptualized
into nine factors and organizational strat-
egies into seven intent factors. The study
was conducted with the objective to ex-
amine the extent o f alignment o f the HR
practices with the organizational strate-
gies. Further, it sought to find out the fac-
tors influencing the strategic fit between
the human resources practices and the
organizational strategies. The hypothesis
framed for the study is:
H0: There is an alignment o f Human
Resources Practices with Organizational
Strategies.
The sample is selected from the uni-
verse by applying convenience sampling
technique. The sample size is 10% o f the
universe drawn from executives in the
grade o f senior manager (E-5) to Execu-

27. tive Director (E-9) i.e. 183 employees.
The questionnaire was distributed to the
selected sample and the responses re -
ceiv ed w ere 165. The p erce n tag e o f
questionnaires received was 90% o f the
sample selected, w hich is good for a
study o f this nature. The study was dis-
seminated with the help o f factor analy-
sis, the factor loadings were duly noted,
subsequently means were calculated and
Pearson Correlation test was applied to
study the significance o f the relationship.
The mean scores are graded as follows
for descriptive analysis:
1. > 4 is High
2. >3 and < 4 is M oderate
3. < 3 is Average
4. ^ 2 is poor
R esults
The data collected is tested for its
reliability with Cronbach’s Alpha reliabil­
ity test. The reliability coefficients (Table
1) for personnel and employment, H R
Practices and Organizational Strategies
are greater than 0.6 which is considered
as acceptable.
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 669
G. Venkat Rao & D.Jayarama Krishna

28. Table 1 Cronbach’s Alpha Reliability Coefficients
Reliability Coefficients
Personnel and Employment details H R Practices Organizational
Strategies
No. of Items Alpha No. o f Items Alpha No. o f Items Alpha
7 0.7205 54 0.9114 24 0.9130
Table 2 KMO & Bartlett’s Test
Kaiser-Meyer-Olkin Measure o f Sampling Adequacy. .864
Bartlett’s Test o f Sphericity Approx. Chi-Square 565.830
D f 36
Sig. .000
Table 3 Communalities Extraction Method: Principal
Component Analysis.
Initial Extraction
Structure & Policies 1.000 .256
HR flow 1.000 .225
Culture 1.000 .723
Performance Mgt 1.000 .608
Compensation 1.000 .444
Welfare 1.000 .524
Industrial Relations 1.000 .506
HRD 1.000 .495
Communications 1.000 .543
Table 4 Total Variance Explained

29. Initial
Eigen-
values
Extraction
Sums of
Squared
Loadings
Component Total % of Variance Cumulative % Total % o f
Variance Cumulative %
1 4.322 48.028 48.028 4.322 48.028 48.028
2 .946 10.508 58.536
3 .847 9.411 67.947
4 .764 8.491 76.438
5 .559 6.210 82.648
6 .491 5.452 88.100
7 .461 5.123 93.223
8 .380 4.224 97.447
9 .230 2.553 100.000
Extraction Method: Principal Component Analysis.
670 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
HR Practices & Organizational Strategies
Table 5 Component Matrix-Rotation Method:
Varimax with Kaiser Normalization.

30. Component
Structure & Policies .506
HR flow .474
Culture .850
Performance Mgt .780
Compensation .666
Welfare .724
Industrial Relations .711
HRD .703
Communications .737
Rotation converged in 1 iteration.
The validity o f the HR practices was
established with factor analysis. The
Kaiser-Meyer-Olkin Measure o f Sam-
pling Adequacy was 0.864 and it is
more than the requirem ent (.60) and
Bartlett’s Test of Sphericity was signifi­
cant (Table 2). The communalities with
initial value 1 and its extractions were
derived (Table 3). Further, when extrac-
tions were made using Principal Compo-
nent Analysis (Table 4) with Eigen val-
ues > 1, the total variance is explained
Table 6 KMO and Bartlett’s Test
by one factor (48.028 per cent). The
com ponent m atrix on rotation using
Varimax w ith K aiser N orm alization
(Table 5) shows the factor loadings
(0 .4 7 4 -0 .8 5 0 ).
The Organizational strategies fac-

31. tors were also tested with factor analy-
sis and the factors have met the re -
quirements. The Kaiser-M eyer-Olkin
Measure o f Sampling Adequacy was
0.86 and B artlett’s Test o f Sphericity
was significant (Table 6). The commu-
nalities with initial value 1 and extrac-
tions are derived using principal com-
ponent analysis (Table 7) and all found
to be above 0.558. The variance ex-
plained by two factors (Table 8) is to
the extent o f 70.40 per cent. The com-
ponents were rotated using Varimax
with Kaiser Normalization and was con-
verged on 3 iterations (Table 9). The
Vision, M ission and Core Competen-
cies are Primary. Corporate Strategy,
Business Strategy and HRM Strategy
are supportive to primary.
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .860
Bartlett’s Test of Sphericity Approx. Chi-Square 500.144
df 21
Sig. .000
Table 7 Communalities Extraction Method: Principal
Component Analysis.
Initial Extraction
Vision 1.000 .766
Mission 1.000 .706
Corp. Strategy 1.000 .666
Business Strategy 1.000 .754
HRM Strategy 1.000 .790

32. Core Values 1.000 .688
Core Competencies 1.000 .558
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 671
G. Venkat Rao & D.Jayarama Krishna
Table 8 Total Variance Explained
Initial
Eigenvalues
Extraction
Sums of
Squared
Loadings
Rotation
Sums of
Squared
Loadings
Comp- Total % of Cumula- Total % o f Cumula Total % of
Cumula-
onent Variance tive % Variance tive % Variance tive %
1 3.855 55.067 55.067 3.855 55.067 55.067 2.907 41.534 41.534
2 1.073 15.332 70.399 1.073 15.332 70.399 2.021 28.865 70.399
3 .566 8.089 78.489
4 .463 6.612 85.101
5 .398 5.683 90.784

33. 6 .347 4.962 95.746
7 .298 254 100.000
Extraction Method. Principal Component Analysis.
Table 9 Rotated Component Matrix
Component
1 2
Vision .856 .179
Mission .791 .284
Corp. Strg .550 .603
Business Strg .168 .852
HRM Strg .204 .865
Core Values .809 .183
Core Competencies .722 .193
Rotation Method: Varimax with Kaiser Normal-
ization. Rotation converged in 3 iterations.
The data is analyzed under the fol-
lowing groups: a)Profile Analysis, b)H
R Practices, ^O rg an izatio n al Strate-
gies and d)Alignm ent between H R
Practices and Organizational Strategies
o f VSP.
Profile Analysis
The descriptive statistics of the pro-
file variables consisting of personal and
employment data was analyzed. The
age - gender profile distribution for
males (53.9 percent) and females (7.3
percent) in 40 - 50 years age group is

34. maximum. The gender - department dis-
tribution shows males in the works de-
partm ent as 84.8 percent and non -
works department as 7.9 percent and
92.7 percent females are only from non-
works departm ent. The resp o n d en ts’
distribution designation wise is as fol-
lows: Senior Managers are 18.2 percent,
AGM ’s are 50.3 percent, DGM ’s are
21.8 percent, GM’s are 9.1 percent and
ED is 0.6 percent. The grades include
from E5 to E9 and from both works and
non-works departments.
Table 10 Descriptive Statistics
Mean Std. Deviation
Age 3.25 .57
Length of Service 3.05 .60
HR Practices
The W elfare, C om pensation and
Structure and Policies were the high-
est p rio rity for W orks D ep artm en t
whereas Welfare, Structure and Poli-
cies and Compensation were for Non-
Works Department(Table 11). The per-
672 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
HR Practices & Organizational Strategies

35. ception o f the Works Department em-
ployees in the order o f mean ranking
are Welfare (77.2 percent: 3.86), Com-
pensation Management Practices (77
percent, x:3.85), Structure and Policies
(76.80 percent, x: 3.84) , H R Flow
(74.5 percent, x:3.73) H R D (74.40
percent, x:3.72), Communication Sys-
tems (74.40 percent, x:3.72), Perfor-
mance M anagem ent (73.90 percent,
x:3.70), culture (72.60 percent, x:3.63)
and Industrial Relations (72.60 percent
, x:3.63) and all the dimensions have
moderate scores.
The perception o f the Non - Works
Department employees in the order of
mean ranking are Welfare (82.60 per-
cent: x:4.13), Structure and Policies
(79.20 percent, x: 3.96), Compensation
Management (78.60 percent, x:3.93),
Communication (78.40 percent, x:3.92),
Performance Management (76.13 per-
cent, x:3.81), Industrial Relations (76.20
percent, x:3.81), H R D (75.60 percent,
x:3.78), Culture(74.60 percent, x:3.73)
and HR Flow(74percent, x:3.70). Except
for Welfare (x: 4.13 and is high) all the
dimensions have moderate scores.
Table 11 Means of HR Practices and Organization Strategies
HR Number Means Organization Number Means
Practices of Factors Strategies of Factors

36. Works
Depart-
ment
Non-
Works
Depart-
ment
Works Non-
Works
Depart-
ment
Structure and
Policies
6 3.84 3.96 Vision 7 4.02 4.15
HR flow 7 3.73 3.70 Mission 6 3.97 4.1
Culture 12 3.63 3.73 Corporate
Strategy
4 3.84 3.98
Performance
Management
6 3.70 3.81 Business
Strategy
2 3.69 3.54

37. Compensation
Management
4 3.85 3.93 HRM Strategy 2 3.66 3.66
Welfare 7 3.86 4.18 Core Values 2 4.18 4.36
Industrial
relations
HRD
Communication
4
4
5
3.63
3.72
3.72
3.81
3.78
3.92
Core
Competencies
1 4.15 4.36
Organizational Strategies
Organizational strategy is defined as
the strategies that are adopted by the
organization to achieve its main objec-

38. tives. The organizational strategies are
spelt out through the following intent
statements: primary statements; vision
statement, mission statement, core val-
ues and core competencies and support-
ive statements; corporate strategy, busi-
ness strategy and HRM strategy.
The perception of the Works Depart-
ment employees(Table 11) on Vision
Statement (x:4.02, 80.40 percent) Mis-
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 673
G. Venkat Rao & D.Jayarama Krishna
sion Statement (x:3.97, 79.40 percent)
Corporate Strategy (x:3.84,76.80percent)
Business Strategy (x:3.69,73.80percent),
H R M Strategy (x:3.66,73.28 percent)
Core Values (x:4.18, 83.60 percent) and
Core Competencies(x:4. 15,83 percent)
are high to moderate. The perception of
the Non - Works Department employees
on Vision Statement (x:4.15,83 percent),
Mission Statement (x:4.1,82 percent),
Corporate Strategy (x:3.98,79.60 per-
cent), Business Strategy (x:3.54,70.80
percent), H R M Strategy (x:3.66, 73.28
percent),Core Values (x:4.36, 87.20 per-
cent ) and Core Competencies (x:4.36,
87.20 percent) are reasonably high and

39. moderate.
Alignment
In order to test the hypothesis that
there is perfect alignment o f HR prac-
tices with organizational strategies cor-
relation statistics was used, correlation
analysis is done using SPSS package.
The test was done in the following man-
ner for comprehensive analysis: The H
R practices are correlated with organi-
zational strategies factor wise, the result-
ant matrix along with significant values
are shown in Table 12.The values are
tested for significance at 5 percent and
1 percent level. The correlation matrix
shows that HR flow is correlated with
structure & policies and core competen-
cies at 5 percent level. Further, structure
Structure & policies are not cor-
related with business strategies
and HRM strategy.
& policies is not correlated with business
strategies (r=0.127) and HRM strategy
(r=0.048) whereas all other factors are
correlated with each other at 1 percent
level. The findings are very interesting
as both business strategy and HRM strat-
egy are correlated (r=0.600) at 1 percent,
but not with structure and policies. The
hypothesis was not found to be true due
to non-correlation of structure & policies
with business strategy and HRM strat-

40. egy. Therefore, structure & policies re-
quires attention.
Discussion
The reliability and validity of the in-
strum ents were estab lish ed . As the
sample is drawn from senior level man-
agement the age - gender distribution in-
terpretation reveals that maximum num-
ber o f employees is found to be in the
age group o f 40-50 years. The majority
o f respondents are from Works Depart-
ment and male (84.5 percent). The dis-
tribution has AGM cadre employees from
Works (39.4 percent) and Non-Works
(10.9 percent) departments. The compo-
sitions from senior management shows
m a jo rity are n o n -n a tiv e s o f
Visakhapatnam. The designation-length
of service has relation but in a few cases
the length of service is less in AGM cadre
as there is direct recruitment at senior
cadre. The Department - Length of ser-
vice relationship shows majority from
Works (57 percent) and Non-W orks
(10.9 percent) departments and are in the
service period of 20-30 years. Further,
17.0 percent o f Works Department and
2.4percent o f Non-Works Department
employees are having more than 30 years
674 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015

41. HR Practices & Organizational Strategies
<L> • • cn
ir C C <u
R o 2 o
° o &
4> IA
Im <uO 3
>->
W GO
« 2 «
X CO
rt GO3
f f l c S
C CO
e* t go
O CO
u
NO — O n
CN »n O
«n «r» in
—
Q o * * * * * * # *o * * * * * * * #
o tn CN O n CN in i—i tn

42. </5 JL. • CO CN N- m NO in NO N-
© rt- •of N" N- co co CO CN
OX)
©
03 C/i C3 eg c o ** ** ** ** # ** # ** *
S-. J- 0) o oo CN O n OO o NO O *n NO
A* C* NO f'- O CO in NO CO o”3- ■'t- N" tn •n co CO co CO
c
©
1 1 o * * * * * # # *<u o * * * * * * * * * *N £ o oo CO O n CN
«n oo oo o• NO CN CN NO f- >n oo oo
CO NO »n CN
OX)
uo • w c o * * * * * * * * * * *£ c ° o * * * * * * * * * *o o oo -
'fr — ON — «n NO O P- CO NO
U o. 03 SO sO CO CO O n co ON oo r- SO
i n «n CO CO «n N- CO "3- CN©
©
© U 1 O 1> c OO
** ** ** ** ** ** ** ** ## ** ** ** <Do »n O n o i— CN CN
O n -'3- NO O n' in O n CN CN t"- CN CO
On C Cj n - tj- ■'3" m tn ■of >n m N" N- CO
2
ds
71 <u o * * * * * * * * * * * * * >O * * * * * * * * * * * *, , o s
o CO CN O n ON ON SO tn O n oo in*7̂ ' O «—• CN Tj- NO O
>n CN NO ■'3- r-» «n
© u s o •"3- NO NO tn •n •n «n •n N- co CO co ©
cc <u
© £ o * * * * * * * * * * * «-»u o * * * * * * * * * * * * * C3u.
o o OO in 1—1 oo CN O n CO NO NO r- CO O n

43. © Uh to oo CO Os N" »n O n »n m oo O n —
CJ co CO CN CN CO CN CN CO CN co CO CN C3
C —
O o * * * * * * * * *(*> 2 o * # * * * * * * * * * * 0 0u o oo
CN •'3- CN NO oo OO O CO r--
O s oo NO CN in
© o co CO CN CO CN CO CN CN CN CN IA
0- CO a- c
<S =3 IA , _o
a>
m
a
n
c
e
M
a
n
a
g
e
- 15 00 C w. ”
©
s
H
3

44. a
5
<73 &
P
o
lk
H
R
F
lo
C
u
lt
u
re
P
e
rf
o
r-
m
e

45. n
t
C
o
m
p
e
l
s
a
ti
o
n
W
e
lf
a
re <Si3
T3
C
O
n
0)
C* H

46. R
D
E
£
o
U ca
ti
o
n
.
V
is
io
n
M
is
s
io
i
C
o
rp
.
S

47. tr
a
te
g
y
B
u
s
in
e
s
S
tr
a
te
g
y
H
R
M
S
tr
a
te

48. g
;
C
o
re
V
a
lu
e
s
C
o
re
C
o
m
p
e
te
n
c
ie

49. s <u
o
U
*
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 675
G. Venkat Rao & D.Jayarama Krishna
&■
Qm
QC
32
"O
E
>>o
Q.
E
co
c
’■*3
jg
V5-
k.o
u
a

50. 4>On
JO
c i vi
0 = 0
u i su
QOtJ
SC
■ — o
a ) — CcJ
a
E S0 v)
U c
1 O W)
<§ § 2
£ e
e* ££ o
£ cu
■c C
5 aa. P
2 ' g<U <u
a
— O CN
00 Tf — ON'O VO m rom c*1 vi
— SO V© «0

51. — trs 'P
r-o o m
o o o o
vO SO On
m r̂ i Osvo SO O•n «o o
v~i Ov m os 'St 't
o —CN (N </~i «n
Os — rf SO •o »n
CN Os rfr in
ro CN
QQ (N SO
” Os ° o
. m CN
o o s o
— CN O —
OO SO
— CNo —
»n
CN O t->
o ° o o
t'-' CN Tj-
m o oo

52. rt Os Tf SO
— o
r-> r- cn — Tt — '
o o m
©
o o o
St 't —
CN —— O— o
E
r
P P -= £ t-
C O Z j c n Q Q O SJ u- <D r-CL, £ U 0- 2
|*2 3 ja
TO •
<D T3
772 <10
cd 777
’ cd
( N
-*-<
'w ' CN
(U
> 0)

53. a> >
«
»—i
© »n
©
o
<D ©
-C <u
-C
t d £
cd
c
cd cO cd
g o
’c s
.5? e
VO
VO
• ■— V3
C
O c
*73 o
j d ■77
J d
V-i— 0)u.O J-
U O

54. u
*
* *
676 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
T
ab
le
1
4
P
ea
rs
on
C
or
re
la
ti
on
(
P
er

55. so
na
l
&
E
m
pl
oy
m
en
t
de
ta
il
s
-
O
rg
an
iz
at
io
na
l

56. St
ra
te
gi
es
)
HR Practices & Organizational Strategies
iu U y
o cv
o E o
U
<D VS
u . <D
O 3
(J j3
£ ^ rt ON— 1 T}-
cn cn
O IT) Tf
o cn oo
SO rN CN
O C/D
U
vo m oo
'O n i i n
VS VS rt

57. vs cn
O Os SO rt
rt — < r- —
SO vs
rt rt rtrt rr SO
cn so vs
O
C3 4>
o. Efli *-*
>p
O
— (N
-4 c n oo O' r^ so Osvs o •—< vs «-4 rto o o o o o O
d d d d d d d
.
c n oo , Os p" SO Os
© vs o p- -—i VS — rt
o o o o o O o O
o d d d d d d d1 1 1 • 1
_ so so vs vs CN vs os
C-* Os Os 00 p" O o oo o O o o o o
©1 o d d d di d d d
os . . ■rt O' rt SO CN rt
cn CO CN tT) CN CN cN CN o Oso vs vs o O — O O — O

58. ©1
■rt rt d d d d o d d
f- rt r- CN OO o so p" SO
o O o vs cn p- r- V S
o o o o o o o
d © © d di d d d d
SO . SO SO oc SO vs .CN cn P" p" CN rt oo CN o OS _O so o o
O O o o o CN
o’ SO © © d d d d d d CN
. Os . . CN CN so rt vs SOoo rt CO CN rt CN CN Os 44 r- vsso
O so so O O O o o o ovs
d
V> t o
d d d d d d d
« c00 tu
< o
>, ° E C3
u. vs
OJU
" j=
■i. ob
a S
<Uo
>
n>

59. u.
03
CL<U
c00
vs<D
OTD
MWh
c .1
o £
.22
C/0
CL
o
4>_C
3
oou
60
s
at
Z -J 00 a Q O > 2 u CQ a U U
The Indian Journal o f Industrial Relations, Vol. 50. No. 4,
April 2015 611
. C
or

60. re
la
tio
n
is
si
gn
if
ic
an
t a
t t
he
0
.0
1
le
ve
l
(2
-t
ai
le
d

61. . C
or
re
la
tio
n
is
s
ig
ni
fi
ca
nt
a
t t
he
0
.0
5
le
ve
l (
2-
ta

62. ile
d)
.
G. Venkot Rao & D.Jayarama Krishna
of service. Therefore, the employees are
associated with the organization for a rea-
sonable length of time. Further, all the re-
spondents are from E-5 to E-8 grades.
The percentage and means of the
factor of HR practices from Works De-
partment (74.57 percent) and Non-Works
Department (79.20 percent) have agreed
about the existence of perfect structure
and policies in Visakhapatnam Steel
Plant. All the HR practices are having
high to moderate means with significant
inter correlation. Except for HR flow all
other factors were inter-correlated at 1
percent level. In the next step, the fac-
tors o f organizational strategies were
analyzed and the findings were reason-
ably good.
The vision, mission statements, core
values and core competencies were per-
fect for both Works and Non-Works de-
partments. And they form the primary
strategies. The analysis o f Corporate
Strategy, Business Strategy and HRM
Strategy are moderate for Works and

63. Non-Works departments and form sec-
ondary strategies. The correlation figures
reveal that factors of HRM practices and
organizational strategies are aligned with
each other except structure and policies
with business strategy and HRM Strat-
egy-
Factors of HRM practices and or-
ganizational strategies are aligned
with each other except structure
and policies with business strategy
and HRM strategy.
The structure and policies are per-
ceived as moderately perfect but the
same has no relation with business and
HRM strategy. Therefore the hypothesis
was found to be untrue. The deployment
of human resources in a systematic pat-
tern to enable an organization to achieve
its goals (Mathis & Jackson, 1985; Beer,
Spector, Lawrence, Mills & Walton, 1984)
and its alignment with corporate and
business strategies is a crucial determi-
nant to the success o f the organization.
The delivery of HR practices is a signifi-
cant competency o f HR professionals
(U lrich, B rockbank, Yeung & Lake,
1995). The structure and policies in this
study were not aligned as perceived be-
cause of internal or external factors.
The study results are exceptional as
structure and policies as HRM practices
failed to align with business strategy and

64. HRM strategy whereas it aligned with
corporate strategy. Future studies may
be oriented to examine whether perfect
alignment with corporate strategy leads
to excellence and whether independent
role is played by each o f the organiza-
tional strategies on alignment with HRM
practices.
R eferences
Allen Speaker (2000), As quoted by Charles R.
Greer, Strategic Human Resource Manage-
ment - A General Management Approach,
Singapore: Pearson Education.
Annual Reports ofRINL/VSP 2012-13 retrieved
from www.vizagsteel.com
Beer, M., Spector, B., Lawrence, P., Mills, D.Q.
& Walton, R.E. (1984), Managing Human
Assets, New York: Free Press.
678 The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015
http://www.vizagsteel.com
HR Practices & Organizational Strategies
Charles, R.Greer (2002), Strategic Human Re-
source Management - A General Manage-
ment Approach, Singapore: Pearson Edu-
cation.

65. Devanna, M.A., Fombrun, C. &Tichy, N. (1981),
“Human Resource Management: A Strate­
gic Perspective”, Organizational Dynam­
ics, 9 (3): 51-68.
Flippo, Edwin B. (1980), Personnel Management,
Singapore: McGraw Hill Publishing Com-
pany.
Gary Hamel & C.K.Prahalad (2002), Competing
for the Future, New Delhi: Tata McGraw-
Hill.
Ghoshal, Sumantra& Christopher Bartlett (1997),
The Individualized Corporation. Harper
Business, London
Huselid, M.A. & Becker, B.E. (1997), The Im-
pact of High Performance Work systems,
Implementation Effectiveness, and Align-
ment with Strategy on Shareholder Wealth,
Academy o f Management Proceedings, 30,
144-49
Porter, Michael (1980). Competitive Strategy:
Creating and Sustaining Superior Perfor-
mance. New York: Free Press.
Rama Kanta K. Patra (2011), Strategic Human
Resource Management and Organizational
Development, New Delhi: Himalaya Pub-
lishing House.
Salaman Graeme (2000), Human Resource Strat-
egies, Sage Publications, New Delhi

66. Mathis, R. L. & J. H. Jackson (1985), Personnel/
Human Resource Management, New York:
West Publishing.
Sparrow, P R. (1986), “The Erosion o f Employ­
ment in the UK: The Need for a New Re-
sponse”, New Technology, Work and Em-
ployment, 1(2): 101-12.
Sparrow , P.R. & P ettig re w , A.M . (1 9 8 7 ),
“Britain’s Training Problems: The Search
for a Strategic Human Resource Manage-
ment Approach”, Human Resource Man­
agement, 26 (1): 109-28.
Schuler, R. S. & Jackson, S. E. (1987), “Linking
Competitive Strategies with Human Re-
sources Management Practices”, Academy
o f Management Executive, 1 (3): 207-19.
Smith, E.C. (1982), “Strategic Business Planning
and Human Resources: Part II”, Personnel
Journal, 61 (9): 680-82.
Singh, K. (2003), “Strategic HR Orientates and
Firm Performance in India”, Internationa/
Journal o f Human Resource Management,
14 (4): 530-43.
Ulrich, D. (1998), “A New Mandate for Human
Resources”, Harvard Business Review, 76
(1): 124-35.
Ulrich, D., Brockbank, W., Yeung, A. & Lake, D.
(1995), “Human Resource Competencies:
An Empirical Assessment”, Human Re­

67. source Management, 34(4): 473-96.
Wright, P. M. & Snell, S. A. (1998), “Toward a
Unifying Framework for Exploring Fit and
Flexibility in Strategic Human Resource
Management”, Academy o f Management
Review, 23 (4), 756-72.
Wright, P. M., & McMahan, G. C. (1992), Theo-
retical Perspectives for Strategic Human
Resource Management, Journal o f Manage-
ment, 18 (2): 295-20.
Youndt, M. A., Snell, S. A., Dean, J. W. & Lepak,
D. P. (1996), “Human Resource Manage­
ment, Manufacturing Strategy, and Firm
Performance”, Academy o f Management
Journal, 39
The Indian Journal o f Industrial Relations, Vol. 50, No. 4,
April 2015 679
Copyright of Indian Journal of Industrial Relations is the
property of Shri Ram Centre for
Industrial Relations, Human Resources, Economic & Social
Development and its content may
not be copied or emailed to multiple sites or posted to a listserv
without the copyright holder's
express written permission. However, users may print,
download, or email articles for
individual use.