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New Models of Human Resource Management in China and India
This book presents a comprehensive analysis of the similarities and differences of contemporary human resource management systems, processes and practices in the two increasingly important economic great powers in Asia. It covers the full range of human resource management activities, including recruitment, retention, performance management, renumeration, and career development, discusses changing industrial relations systems, and sets the subject in its historical, social and cultural contexts. It examines newly emerging strategies, and asssesses the extent to which human resource management systems in the two countries are coverging or diverging.
eBook
Financing and Managing Projects, Volume II
Project is an instrument of change and the term \"project\" is evolving and constantly changing.With the increasing emphasis on social and infrastructure projects, executives, regulatory bodies, and other stakeholders have to look into the managerial and financing aspects of infrastructure and social projects.
eBook
Training Instruments in HRD and OD
Training Instruments in HRD and OD is an outcome of Dr Udai Pareek's rich worldwide experience of more than 50 years with diverse organisations, HRD professionals, researchers, students and trainers. It contains a repertoire of psychological tests, questionnaires, self-evaluation tests, projective techniques and other instruments that have been used by organisations in different countries, including the Philippines, Malaysia, Indonesia, Ireland, Canada and USA. The experience from diverse users have widened the scope and application of these instruments with minor adaptations for different cultural settings. The book is an outcome of Dr Udai Pareek's rich worldwide experience of more than 50 years with diverse organisations, HRD professionals, researchers, students, and trainers. This enhanced fourth edition includes: A range of instruments for building team effectiveness in organisations. Added information on 'reliability and validity' in several instruments.Celebrating its vast readership for over two decades, the book caters to Indian HRD professionals, trainers, consultants and researchers.
eBook
The India way : how India's top business leaders are revolutionizing management
\"Over the last two decades, many of India's leading companies have been achieving double-digit growth - even in the midst of a global recession. Understanding what is driving the Indian business juggernaut is an imperative no manager - in any part of the world - can afford to ignore.\" \"In this timely book, professors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem of the Wharton School India Team reveal the secrets of India's top-performing companies: an innovative, unconventional, and exportable set of management principles they call the \"India Way.\" The authors argue that the India Way could have the same remarkable impact that Japanese business leaders and the \"Toyota Way\" had on manufacturing around the world: it could change the practice - and purpose - of management on a global scale.\" \"Drawing on interviews with more than one hundred top executives from India's largest corporations - including Infosys Technologies, Reliance Industries, and Tata Sons - the authors reveal how the India Way differs from Western management practice in how organizations manage and value employees; transcend barriers through improvisation; create compelling value propositions that serve a massive, underprivileged market; govern for the long term; and make social issues a business priority. The authors identify how managers in other countries can learn from these practices and adapt them in their own companies.\"--BOOK JACKET.
Book
Managing conflicts in India
Bidisha Biswas explores the question of how a democratic state chooses between policies of coercion and accommodation when dealing with political violence by addressing an important, yet under examined, topic—India’ approach to internal conflicts. In Managing Conflicts in India, Biswas selects three cases of conflict: the separatist campaign in Punjab during the 1980s; the protracted insurgency in Kashmir; and attacks on the Indian state by left-wing extremists, also known as Maoists and Naxalites, a campaign that has existed in different forms since the 1960s. Using archival research and fieldwork, Biswas shows that the Indian state has chosen a mix of tactics in dealing with these insurgencies. She argues that the government’s responses have often been dictated by immediate political concerns, rather than a strategic vision. While the integrity of the Indian state remains intact, its democratic quality and credibility have been seriously compromised. By focusing on the choices—and missteps—that the Indian government has made, Biswas sheds light not only on the insurgencies themselves, but also on the overall processes that impact effective conflict management.
eBook