Subhashis Sinha and Nikunj Kumar Jain
The purpose of this paper is to explore the role of HR managers as choice architects to increase the communication efforts for vaccination drives, thereby making the workplace a…
Abstract
Purpose
The purpose of this paper is to explore the role of HR managers as choice architects to increase the communication efforts for vaccination drives, thereby making the workplace a safe place for all employees.
Design/methodology/approach
This study used qualitative research methodology and interviewed 10 HR managers.
Findings
The findings indicate that HR managers can use the nudge theory and choice architecture to encourage employees towards coronavirus disease 2019 (COVID-19) vaccination.
Practical implications
HR professionals will get an alternate perspective regarding how learnings from behavioural economics can be leveraged in a post-pandemic world which can help them create a safe working environment.
Originality/value
This paper is an attempt to explore how learnings from behavioural economics (that is, nudge theory and choice architecture) can be leveraged by HR managers to design default options while organizing COVID-19 vaccination camps to motivate employees to get fully vaccinated and hence creating a safe working environment.
Details
Keywords
Abinash Panda, Subhashis Sinha and Nikunj Kumar Jain
Guided by social exchange, broaden and build and conservation of resources theoretical perspectives, this study explores the moderated mediating role of supervisory support (SS…
Abstract
Purpose
Guided by social exchange, broaden and build and conservation of resources theoretical perspectives, this study explores the moderated mediating role of supervisory support (SS) on the relationship between job meaningfulness (JM) on job performance (JP) through employee engagement (EE).
Design/methodology/approach
Field data were collected from two hundred and nineteen executives and their thirty-eight supervisors of a large paint manufacturing industry through a time-lagged research design and was analyzed with partial least squares based structural equation modeling.
Findings
Findings of this study indicate that JM mediated by EE contributes to JP, which means if an employee finds one's job meaningful, she/he is likely to be more engaged emotionally, psychologically and cognitively to deliver better JP. SS is also found to be salient as it moderates both direct and indirect relationships between JM and JP through EE.
Research limitations/implications
Generalizability of the findings of this study should be done with caution. Though the study has time-laggard data from two different sources but missing longitudinal data restricts causality of relationships/findings.
Practical implications
These findings are relevant for organizations given that organizational leaders can create a context, by appropriate job design and engaging work context that motivates employees to perform better in their jobs. Insights of this study will be useful for organizations to curate meaningful jobs for their employees and also groom leaders with requisite skills and competencies to help subordinates perform up to their potential.
Originality/value
This study is an attempt toward a better understanding of the interplay of JM, work engagement and SS on JP in a manufacturing set-up in India, which has not been hitherto examined in Indian context.
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Subhashis Sinha, Nikunj Kumar Jain, Sachin Singh and Ranjeet Nambudiri
The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate…
Abstract
Learning outcomes
The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate the basic tensions that arise when two different companies with different cultural setups are integrated; understand the importance of creating a culture integration road map to leverage the synergies of two successful companies; and understand the role of leadership in leading and managing change.
Case overview/synopsis
Asian Paints Ltd. has been a market leader in the Indian paint market for over five decades (since 1967). Over the years, starting in 1978, the company has steadily spread its footprint in the international arena as well. As of 2017, Asian Paints was a leader in 10 overseas markets, one of the top 3 paint companies in the Middle East, the largest paint manufacturing company in South Asia, and served 60 markets across the world. The international business contributed to around 12% of the company’s group turnover. In line with its long-term vision and to consolidate its presence in emerging markets, the company acquired Causeway Paints, a leading paint company in Sri Lanka, in April 2017. Asian Paints had a presence in Sri Lanka since 1999. Mr. Jatin Upadhyay, International Business Unit Head for Asian Paints, had played significant roles in the past in such acquisitions and was well aware of the impending challenges that came with such acquisitions. How would the integration of the two distinct entities be made possible without losing the overarching objective? How would the transition be managed? How would the cultural transition take place? What and how would the role be handled by the General Manager (GM) of Causeway Lanka? How would the new organisational structure support the transition? The case illustrates the complex management challenges that arise when a leading enterprise from a different country (Asian Paints) acquires a leading company in a different country, in this case, Causeway Paints, Sri Lanka.
Complexity academic level
The target audience for this case study is the students pursuing a post-graduate programme in management or an executive post-graduate programme in management. The case can also be used for management development programmes for experienced participants who are interested in understanding the possible scenarios that may arise after an acquisition when managing an international subsidiary in a different cultural setting.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
Details
Keywords
Nikunj Kumar Jain, Subhashis Sinha and N.S. Iyer
Human Resources Management (HRM), Industrial Relations and Strategic Management.
Abstract
Subject area
Human Resources Management (HRM), Industrial Relations and Strategic Management.
Study level/applicability
Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM.
Case overview
The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output.
Expected learning outcomes
The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 6: Human Resource Management.