دانلود رایگان مقاله انگلیسی مدیریت منابع انسانی و عملکرد در راه آهن هند - امرالد 2018

Abstract

Purpose: High-performance-work-practices (HPWP) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. This paper aims to work towards filling this void, by empirically evaluating HPWP within an Indian public-sectorundertaking (PSU), also the world’s largest commercial public sector employer: The Indian Railways. Design/methodology/approach: We investigate whether the practices implemented in this organisation are consistent with the idea of HPWP, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. We focused on six railway zones and interviewed a total of 62 HR practitioners. Findings: Our results show that most practices implemented are aligned with the idea of HPWP, despite the existence of context-specific unique practices. Furthermore, we identify the influence of multiple stakeholders in decision making concerning different practices. We additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated. Originality/value: Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the Indian Railways.

Conclusions

The main conclusion of this study is that the set of practices identified in the Indian Railways is consistent with a high performance work system (e.g., Huselid, 1995). The practices identified in this organisation are clearly structured and articulated creating a HPWS that aims to develop employee commitment and ultimately performance. These practices are influenced by the voices of multiple stakeholders, not only including the traditionally involved parties such as managers and employees represented by trade unions, but also different Government stakeholders, political parties and members of society (as customers). The existence of multiple stakeholders in decision-making is also associated with different measures of performance, including financial and non-financial indicators, the latest being strongly context-specific.