Page 262 - DMGT548_GLOBAL_HRM

Amit Kumar Sharma, Lovely Professional University
Unit 14: Indian HRM

Unit 14: Indian HRM Notes

CONTENTS
Objectives
Introduction
14.1 Cross-cultural Leadership

14.2 Multi-cultural Teams
14.3 HRM Practices in India and Other Nations
14.3.1 Human Resource Practices in India

14.3.2 Human Resource Practices in U.S.A.
14.3.3 Human Resource Practices in Japan
14.3.4 Human Resource Practices in U.K.
14.3.5 Human Resource Practices in China
14.3.6 Indian HRM in Transition

14.4 Summary
14.5 Keywords
14.6 Review Questions

14.7 Further Readings
Objectives

After studying this unit, you will be able to:
 Explain the concept of cross cultural leadership
 Recognise the significance of multi-cultural teams

 Identify the difference between Indian HRM with those of UK, USA, Japan and China
 Discuss about the drivers of contemporary Indian HRM trends

Introduction

Globalisation requires cross-cultural literacy and successful management of diversity. For
successful entry and continuous growth in a foreign market, effective communication with the
unfamiliar partner and adaptation to his culture is important. Though not much empirical
evidence is available on the impact of cross-cultural literacy on the cost of doing business in
foreign markets, it is fair to assume that cross-cultural literacy reduces the total costs of operating
in foreign markets.

Over many centuries India has absorbed managerial ideas and practices from around the world.
There has been considerable interest in the notion that managerial values are a function of the
behaviours of managers.

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