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The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0.

The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy.

This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices.

This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

Human resource management, Training and development, Competency development and team spirit.

The case is intended for MBA/PGDM level students as part of a human resource management curriculum. The case is more diagnostic in nature and should be discussed in the same spirit. The case is suitable for developing conceptual thinking and community orientation of professionals aspiring or pursuing a career in the area of human resource management.

The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an organization responds to changes and challenges in the external environment.

This case is structured to enable students to: understand the meaning and significance of outdoor experiential training (OET); analyze the challenges faced by HR managers in modern day organizations; learn the conceptual framework and understand the principles of OET; examine the measures that can be taken by management to ensure a smooth induction and socialization process of employees; and understand the need of inculcating team spirit among employees.

Teaching notes are available.

This study sought to determine the role of green human resource management (GHRM) in fostering employees' environmental performance (ENVP). This study aims to advance knowledge related to the role of firms’ GHRM activities in cultivating eco-responsible behaviors among employees, considering green innovation (GI) as a mediator.

For this study, data of 579 respondents were collected from employees working in the manufacturing industry in India. In all, 579 employees from the manufacturing sector in India participated in the study. The proposed model was tested using SMART PLS 3.3.

The findings of this study stated that GHRM was found significantly to predict ENVP in the Indian manufacturing industry, and GI exhibited partial mediation. This study emphasizes that GHRM activities carried out by firms encourage employees to engage in innovation to develop green products and find novel green operation processes to improve firms’ ENVP.

As this study is limited to manufacturing organizations in India, the results of this study cannot be generalized; future studies may examine the proposed model in different contexts to generalize findings.

This study encourages policymakers to devise laws to enable organizations to implement GHRM practices. This study contributes to the existing literature on the environmental aspects of corporate social responsibility and environmental management. This study is one of the few attempts that seek to assess the relationship between GHRM, ENVP and GI in the Indian manufacturing industry. The contribution of this paper is significant to limit GHRM literature, as it empirically investigates the association between GHRM and ENVP.

The purpose of this paper is to identify the steps taken by human resource (HR) managers at India’s Yes Bank to enhance employee retention and to create an environment conducive to growth.

Information gathered from semi-structured interviews has been presented.

This paper reveals how Yes Bank has transformed its working environment through innovative HR practices.

The approach adopted by an emerging Indian bank to address various HR issues has been detailed, and it is shown how the bank responded to changes and challenges in the internal and external environments.

This paper explains that Indian banks are about to come under increasing competitive pressure, as limits on foreign direct investment are relaxed.

This paper provides plenty to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

This paper aims to explores the development of a new performance-appraisal system that has enabled Havell’s, one of India’s largest and fastest-growing electrical and power-distribution-equipment manufacturers, to identify and invest in talented people early to build their skills.

A wide range of performance-appraisal issues has been examined.

This paper reveals that appraisals are plotted on a performance matrix tool that not only evaluates the “what” of performance but also the “how”. The system provides feedback from superior, peer group and subordinates. Assessment on potential is communicated transparently to all employees for building the competencies linked to successful performance.

It is suggested that organizations should develop a transparent performance-management system to bring out the best in people.

This paper argues that, if performance-appraisal practices are effectively managed and successfully deployed, they could increase the long-term satisfaction of employees.

This paper provides plenty of useful information about an important issue.

This paper aims to describe how Birla creates a strong pipeline of people who are ready to lead the organization in the future.

It explains the origins of the group’s global-manufacturing leadership program (GMLP), the form it takes and the results it has achieved.

It reveals that the program aims to shape the manufacturing leaders of tomorrow through exposing them to world-class technologies and processes, state-of-the-art research and continuous learning and development opportunities.

It reveals that of the five GMLP candidates recruited in 2011, three have become independent unit heads, one in China and two in India.

It outlines the company belief that retaining and developing the skills of its existing workforce is at least as important as importing new talent when faced with increasing competition and growing pressure to cut costs in its main markets.

It demonstrates that the program is designed to ensure that each participant is able to understand and anticipate customer needs, influence colleagues without too openly expressing authority and develop and communicate the company’s long-term vision.

Consider the various employee-development initiatives at Bhushan Power and Steel Ltd (BPSL), India.

Underlines the key role of employee development at the firm, and explains in particular how it develops its future managers.

Reveals how employee competencies are mapped and how training is designed around these and the skill needs of the company.

Details the benefits of this approach for both individual employees and the company.

Advances the view that BPSL’s managers are more rounded and knowledgeable than those in comparable Indian companies.

Highlights the importance of taking into account the skill needs of the individual as well as the organization as a whole.

This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs.

It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance.

It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices.

It provides plenty of useful information on an issue that affects virtually every employee and organization.

The purpose of this article is to analyse the extent, strategy and imperatives of knowledge management (KM).

The investigation was carried out with the aid of a case study of NTPC, a navratan PSU of the government of India. This paper discusses components of the knowledge management implementation plan and the KM imperatives to achieve its strategic business objectives. Information technology has been accorded an important role in much of the contemporary knowledge management literature. When these assumptions are challenged, the role of information technology in knowledge management processes also comes into question. The paper outlines this perspective of knowledge management and examines the way it characterises knowledge sharing processes and role of information technology in creating a virtual organisation for knowledge sharing purposes.

The research findings indicate that KM could improve organisational and managerial as well as the financial aspects of an organisation. The KM helped the organisation to manage and institutionalise knowledge management processes and to create organisational culture for managing and motivating knowledge workers.

This is a qualitative study that could be further enriched by empirically measuring KM, person‐organisation fit and its impact on the level of engagement. What emerged from the analysis is the importance of the concept of knowledge sharing. This KM study will help other organisations as they embark on their KM journey.

The paper highlights the impact of KM and the approaches for competitive advantage, which can facilitate knowledge generation and knowledge sharing processes by means of a case study.