Bhumi Mahesh Trivedi and Biju Varkkey
The purpose of this paper is to discuss how Aster Retail (AR), UAE, handled career plateau challenge by adopting multiple strategies and earning employee commitment and motivation…
Abstract
Purpose
The purpose of this paper is to discuss how Aster Retail (AR), UAE, handled career plateau challenge by adopting multiple strategies and earning employee commitment and motivation for business growth.
Design/methodology/approach
The organization addressed two types of plateaus – structural and content by creating both vertical and lateral opportunities/options for employees, and supporting them with resources to build required capabilities, and managing their career aspirations. The strategies also helped AR to remain true to the organization’s philosophy, “We will treat you well.”
Findings
The study enunciates how HR initiatives can add value by converting the negative phenomenon of plateau, into an opportunity for employees to grow.
Originality/value
The study has three contributions: How in a retail organization with strong promoter principles and values, both structural and content plateau are addressed, and linked with business strategies? The study sheds light on how organizational and HR support for career management addresses employee plateau, particularly for solid citizens. makes the employees feel “not plateaued” at all; and in the long run, why and how HR managers should focus more on proactively addressing content plateau than structural plateau.
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Jatinder Kumar Jha, Jatin Pandey and Biju Varkkey
This paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital…
Abstract
Purpose
This paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD).
Design/methodology/approach
A questionnaire composed of established scales was administered to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling, the model was further analysed using the Process macro to check for direct and moderating effects.
Findings
The research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement.
Research limitations/implications
This is a cross-sectional single source study; future studies could look at longitudinal and multisource perspective.
Practical implications
The study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of human resource management practices and policies for employee management.
Originality/value
The study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.
Details
Keywords
- Quantitative
- Employee management
- Indian cutting and polishing of diamond (CPD) industry
- Liquid knowledge workers
- Liquid workforce
- Perceived investment in employee development (PIED)
- Relational psychological contact
- Transactional psychological contract
- Work engagement
- Highly skilled work force
- Training
Priyanka Dave, Anamika Sinha and Biju Varkkey
The paper attempts to establish cause and effect between an individual's motivation to learn, workplace learning and the in-role job performance of IT professionals
Abstract
Purpose
The paper attempts to establish cause and effect between an individual's motivation to learn, workplace learning and the in-role job performance of IT professionals
Design/methodology/approach
The study uses descriptive design, with a convenience sample of 531 respondents and uses Sobel's test to test for the mediating effect of Workplace learning on an individual’s motivation to learn and in-role job performance
Findings
It is found that individuals negotiate their own learning and development strategies. If HR designs on workplace learning are well designed, an individual's own motivation may have very little impact on job performance. However, workplace learning initiatives impact job performance very significantly. 10; 10;It was found that Workplace learning interventions significantly impact the relation between an individual’s motivation to learn and in-role performance. Independently, motivation to learn has very little predictability on job performance, but facilitated through workplace learning, it explains 23% of job performance. Work place learning on its own predicts 45% of job performance. An individual's motivation to learn predicts workplace learning by 36%. 10.
Practical implications
These findings can be used as a guide for HR professionals to negotiate training and learning designs, including informal and incidental learning initiatives in a holistic design. It can be used as a secondary source to build a case for training and learning investment.
Originality/value
This is one of the first studies that has used Sobel's test for studying the mediation effects of Workplace learning on motivation to learn and in-role job performance of professionals in the Indian IT industry. The statistically significant results are an indication for industry leaders to take an action toward improving the learning architecture of firms using a blended approach to formal, informal and incidental learning interventions.
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Anamika Sinha, Biju Varkkey and N. Meenakshi
The purpose of this paper is to demonstrate applicability of design thinking in creating employee centric HR solutions. This application is studied in the context of a food tech…
Abstract
Purpose
The purpose of this paper is to demonstrate applicability of design thinking in creating employee centric HR solutions. This application is studied in the context of a food tech company. A design thinking process for arriving at an HR solution for employee experience management is proposed.
Design/methodology/approach
The study uses a single case study method. The HR professionals of a food tech company were interviewed to relate their narratives with the existing conceptual framework on design thinking.
Findings
It was found that the firm focused on the technological supremacy as well as developed an engaged and motivated team of delivery boys. This provided the required competitive advantage and growth. The first step in implementing the HR solution was to collect primary data for insights into the pain and gain points in employee’s day to day routine. Using the lens of empathy, multiple touch points through incentive policies, rewards, work engagement tools, feedback, inclusive decision making, and technology enabled learning solutions were designed. These signaled a caring and employee centric leadership and built future orientation and engaged the employees.
Practical implications
By demonstrating the applicability of design thinking and linking it to the HR solutions, a conceptual model relevant to the Food Tech industry was proposed. By integrating the process used to reach the solution, a modified model can be developed by other HR professionals working in any other Food tech company, aggregator/ service providers or logistics companies.
Originality/value
The study is among the initial studies to approach design thinking for HR solutions in a food tech industry.
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Anamika Sinha, Biju Varkkey, Surajit Saha and Shiva Kakkar
The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR marketing and…
Abstract
Purpose
The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR marketing and large-scale interface to deliver results in terms of improved financial performance.
Design/methodology/approach
Single case study method and grounded theory approach was used to conceptualise the practices deployed to implement desired change. Multiple interviews and on-site observations were conducted and validated through different primary and secondary data sources to build the case narrative.
Findings
The results demonstrate how repositioning and rebranding of HR as strategic partner helped in building promoter and line manager buy in of HRM initiatives, build capabilities, controlled employee attrition, increased engagement and productivity, and eventually resulted in improved the financial performance of the company.
Research limitations/implications
The article is based on single organization in India. Hence, generalizability of the study is limited. The description and analysis provide insights about internal HR marketing and navigating the professionalising journey of traditional firms.
Practical implications
Scholars and practitioners working in the domain of internal HR marketing, employer/HR branding will develop a nuanced understanding of using internal HR marketing as a strategic tool for business realignment. The study also makes readers aware about the dilemmas faced by decision-makers during such transitions.
Originality/value
The study illustrates how internal HR marketing can be successfully deployed in family business environments and adds to both “family business management” “Internal HR Marketing” and “Employer/HR branding” literature.
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Keywords
Jatinder Kumar Jha and Biju Varkkey
Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in…
Abstract
Purpose
Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in organizations, as it is devoted to knowledge creation and transfer. The success of any R&D project in an organization depends on its innovative value and the transfer of knowledge to the employees. This study aims to focus on factors triggering knowledge-hiding behavior among R&D employees, thus disrupting the knowledge creation in the organization.
Design/methodology/approach
The grounded theory approach has been used to analyze qualitative data collected from 19 in-depth interviews of R&D professionals (middle and junior level) working in Indian pharmaceutical firms.
Findings
The study identified factors that triggered knowledge-hiding behavior among employees. These factors include distrust, competitive work environment, perceived career insecurity, lack of recognition, lack of reciprocation and lack of confidence in own knowledge. In addition, four hiding strategies used by employees to hide their knowledge from their fellow members were explored and identified: playing innocent, being misleader/evasive hiding, rationalized hiding and counter-questioning.
Research limitations/implications
Besides improving the understanding of knowledge-hiding behavior, particularly in the Indian context, this study has implications for both managerial practices and organizational policies.
Originality/value
This paper highlights the factors influencing knowledge-hiding behavior among R&D employees. Knowledge-hiding construct has not been adequately studied; however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.
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Biju Varkkey and Bhumi Trivedi
Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the…
Abstract
Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”
Details
![Indian Institute of Management Ahmedabad](/insight/static/img/indian-institute-of-management-ahmedabad-logo.png)
Keywords
Rajesh Chandwani, Biju Varkkey and Vidya Kadamberi
The case is based on heated e-mail conversations connected to the delivery of clean bottled water in the campus of a reputed research institute in southern India. The exchange…
Abstract
The case is based on heated e-mail conversations connected to the delivery of clean bottled water in the campus of a reputed research institute in southern India. The exchange between Tara Sharma (Programme Manager) and Shreejith Nair (Group Head-Engineering Service and Estate) relate to the quality of services provided. The case highlights the viewpoints of various stakeholders involved in the open conversation. This case focusses on the behaviour of a set of underperforming employees associated with a contractor, the reasons, among others, being lack of training and quality awareness. However, training alone cannot be assumed as the only correct solution for handling underperformance. The stakeholders involved need to ascertain the cause of underperformance by analysing whether it is a “Can't Do” –“Won't Do” problem, and identify the ways of dealing with it.
Details
![Indian Institute of Management Ahmedabad](/insight/static/img/indian-institute-of-management-ahmedabad-logo.png)
Keywords
Biju Varkkey and Farheen Fathima Shaik
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder…
Abstract
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.
Details
![Indian Institute of Management Ahmedabad](/insight/static/img/indian-institute-of-management-ahmedabad-logo.png)
Keywords
Rajesh Chandwani and Biju Varkkey
The case describes the dilemma of Mr Mehta, Regional Head HR of AXZ, a large IT company in India. Mr Mehta had received an appeal from an employee Mr Rajesh Kumar who alleged that…
Abstract
The case describes the dilemma of Mr Mehta, Regional Head HR of AXZ, a large IT company in India. Mr Mehta had received an appeal from an employee Mr Rajesh Kumar who alleged that he was wrongly appraised by his manager Mr Yogesh Desai. Both Desai and Kumar have presented their perspectives to Mr Mehta. While Mr Mehta understands Mr Desai's challenges in performance appraisal process, he also is concerned about Rajesh, who is a talented employee with rare skill sets. Apart from the case specific issues related to the two employees, Mr Mehta is also concerned about the problems arising from the current performance appraisal system, especially after AXZ acquired UTVC, which had a very different performance appraisal system. The case also provides an opportunity to discuss the challenges associated with bell curve implementation and discrimination in performance appraisal processes in organizations.
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![Indian Institute of Management Ahmedabad](/insight/static/img/indian-institute-of-management-ahmedabad-logo.png)