research in hr

Research Studies in HRD

Doctoral level Fellow and Associate Programs

Setting the Context

• Cutting Edge Research in HR • Future of Research in HRD (with

special reference to India) • Doing Research in HR• Discussion Q& A• Presentations and developing

research questions

Human Resource Development

HRD is the development of human resources, or

the increase of human capital of organizations


Human Resource Management (HRM) is a multidisciplinary subject which draws its theoriesand practices from many sources. It is an evolving discipline and it keeps changing in scope andnomenclature. It is always responding to changes

inthe environment in order to keep pace with theever turbulent and unstable micro and macrobusiness environment

HRD :Initiatives and Perspectives

Individual Organization

Individual Self-managementof personaldevelopment

Team developmentProject group developmentNetworks

Organization Corporate UniversitiesHRD programsHRD policies and practices

OrganizationalDevelopmentOrganizational Learning

Human Resource Development Research

HR research is being conducted on a global scale. There

has been a trend to switch from a positivism approach in

research to the Critical theory The goal of the critical

theory is to open up and expose the field to a new way of

viewing routines and practices


Sampling Some Cutting Edge Research

Genetics and Entrepreneurship

Tendency of People to become entrepreneurs Personality traits : extraversion and neuroticism.Genetics and Entrepreneurship

Based on 1285 pairs of identical twins (449 maleand 836 female pairs) and 849 pairs of same-sexfraternal twins (283 male and 566 female pairs),


• Females have a strong genetic influence and zero shared-environmental influences on their tendency to become entrepreneurs.

• In contrast, males show zero genetic influence, but a large shared-environmental influence.

• Extraversion and neuroticism mediate the genetic influences on women’s tendency to become entrepreneurs,

• Extraversion mediates shared-environmental influences on men’s tendency to become entrepreneurs.


• The genetic basis of entrepreneurship: Effects of gender and personality Organizational Behavior and Human Decision Processes, Volume 110, Issue 2, November 2009, Pages 93-107Zhen Zhang, Michael J. Zyphur, Jayanth Narayanan, Richard D. Arvey, Sankalp Chaturvedi, Bruce J. Avolio, Paul Lichtenstein, Gerry Larsson

http://www.sciencedirect.com/science?_ob=GatewayURL&_method=citationSearch&_eidkey=1-s2.0-S0749597809000697&_origin=SDEMFRHTML&_version=1&md5=e35dc19ecb0b625853526a529f8b9125

http://www.sciencedirect.com/science?_ob=GatewayURL&_method=citationSearch&_eidkey=1-s2.0-S0749597809000697&_origin=SDEMFRHTML&_version=1&md5=e35dc19ecb0b625853526a529f8b9125

Development Of Women Entrepreneurship In India With Special

Reference To Socio Cultural Factor

Caste system and marriage have its major role

in women life in determining their career inbecoming entrepreneur in spite of their realinterest to become entrepreneur.

Family support plays a vital role for women to

participate in entrepreneurial activities.

Development Of Women Entrepreneurship In India With Special

Reference To Socio Cultural Factor

Identifying The Variable That Affects TheDevelopment Of Women Entrepreneurship

InIndia With Special Reference To Socio

Cultural FactorBhanu Sree Reddy,Prabu Christopher

International Interdisciplinary Research Journal,{Bi-Monthly}, Volume-II, Issue-I, Jan-Feb2012

Work Life Balance

• A total of 300 women are studied • 100 each in the working women, home-

based working women, and homemakers categories

• socio economic status scale, general health questionnaire, self-esteem inventory, life satisfaction scale, perceived stress scale, marital adjustment scale, the self-control schedule, and job satisfaction questionnaire.

Work Life Balance

Home-based working women are the leaststressed, most well adjusted, and the mostsatisfied with their careers among the

groupsstudied. Their ways of perceiving and

handlingstress are found to be more effective than

thoseused by women in the other two groups.

Work Life Balance

Malavika Desai, Bishakha Majumdar, Tanusree Chakraborty,

Kamalika Ghosh, (2011) "The second shift: working women in

India", Gender in Management: An International Journal, Vol.

26 Iss: 6, pp.432 - 450

Leadership

• Studied some common features of leadership

• Analysis of the leadership of Adolfo Suárez (Spain) and Boris Yeltsin (Russia).

• Despite the different outcomes of these cases, there are clear similarities that point to the existence of a form of transitional leadership.

Thomas A. O'BrienThe Role of the Transitional Leader: A Comparative Analysis of Adolfo Suárezand Boris Yeltsin,Leadership 2007; 3; 419

Developing Global Leaders

Managers differentially benefit from a given inrerculturaltraining or

Developmental experience depending on their individual aptitudes (i.e.,

knowledge, skills, abilities, and other personality characteristics).

Offering the right people (those with he requisite individual aptitudes) the right

developmental opportunities will produce leaders who can effectively perform global leadership roles

Developing global leaders, Paula Caligiuri,Human Resource Management Review I6 (2006) 2 19 -228

Emotional Intelligence and Leadership

• 110 senior level managers studied • Effective leaders were identified as those

whoreported transformational rather thantransactional behaviors. • Emotional intelligence correlated highly with

allcomponents of transformational leadership

Examining the relationship between leadership and emotional intelligence in senior level managersLisa Gardner, Con Stough, ", Emerald 23, (2002)

Emotional Intelligence

Role of emotional abilities (assessed with bothself-report and performance measures) in

socialfunctioning. Self-ratings were assessed.Emotional abilities contribute to social

behavior

Relating Emotional Abilities to Social Functioning: A Comparison of Self-Report and Performance Measures of Emotional Intelligence, Nicole Lerner and Peter Salovey,Journal of Personality and Social Psychology n2006, Vol. 91, No. 4, 780–795

Learning Organization

• 640 Indian managers studied • Line and HR managers differed

significantly in their perception of both variables(strategic HR roles and organizational learning)

The Indian perspective of strategic HR rolesand organizational learning capability.Bhatnagar and Sharma .Int. J. of Human Resource Management 16:9 September 2005 1711–1739

EMPLOYEE TURNOVER: BAD ATTITUDE OR POOR MANAGEMENT?

examined three sets of antecedents of turnover intention

in companies in Singapore

extent of controllable turnover is much greaterthan uncontrollable turnover and that poor

management are the major source of employee turnover.

Explaining employee turnover in an Asian contextHuman Resource Management JournalKhatri, N., Fern, C. T. and Budhwar, P. (2001), Volume 11, Issue 1, pages 54–74, January 2001

Downsizing : Peter Capelli • Excess operating capacity associated with shortfalls in demand has

been seen as the main cause of layoffs. • What is different about downsizing is the perception that companies

are cutting jobs even when they are not experiencing shortfalls in product demand.

• While a few studies explore the growth and decline of firms and many examine the financial effects of j

• Job reductions, none have examined the causes of downsizing.

• Downsizing reduces labor costs per employee but also sales per employee

Staffing Twenty-first-century

OrganizationsDifferences between twenty-first-century Organizations as comparedwith those of the previous century

Current staffing model has reached a ceiling or plateau in terms of itsability to make accurate predictions about future performance.

Change in direction in staffing research and propose an expanded view of the staffing

process

Wayne F. Cascio and Herman Agunis :The Academy of Management Annals

Vol. 2, No. 1, 2008, 133–165

Employee Engagement

A survey was completed by 102 employees working in a variety

of jobs and organizations. The survey included measures of job

and organization engagement as well as the antecedents and

consequences of engagement.

Results indicate that there is a meaningful differencebetween job and organization engagements and thatperceived organizational support predicts both job andorganization engagement;

Alan M. Saks, "Antecedents and consequences of employee engagement", Emerald 21, (2006)

Employee Engagement

Fifty middle level executives of a car manufacturing unit and fifty such

employees of an IT firm, located in and around the city of Bengaluru,India, were sampled for the study. It was found that the degree ofemployee engagement was significantly high inthe manufacturing organization as compared to that in IT firm.The main causes for a higher engagement in

the manufacturing sectorwere found to be as – the impression that the firm cares forand values the employees, free and frank communication withimmediate supervisor, empathetic attitude of the latter towardsthe former, recognition of one’s contributions towardsthe organizational goals, and freedom to participate in the decisionmaking process.

A Study on employee engagement in two Indian businessesMalavika Desai ,, Bishakha Majumdar ,, Ganapathy P.Prabhu ASIAN JOURNAL OF MANAGEMENT RESEARCH,20103

Innovative Human Resource Management

• Innovative Human Resource Management and Corporate Performance –Som,2009

• It Ain’t no Crisis”-Desai and Arora .2012 • Human Resource Management in India: ‘Where From’

and ‘Where To?’ Chatterjee, S. R. (2007). Human Resource Management in India: ‘Where From’ and ‘Where To?’, Research and Practice in Human Resource Management, 15(2), 92-103.

• A study of strategic HR issues in an Asian context Naresh Khatri; Pawan S BudhwarPersonnel Review; 2002

• Diversity Management Issues in USA and India: Some Emerging Perspectives, Nina Woodard Dr.Debi S. Saini

Future Research

Research Questions

Future Research

Worst and Best Practices and policies of gender diversity

Diversity in age , gender , race etc.

Future Research Questions: Innovative HR

• How diverse should HRD programmes be to contribute equally to all employees?

. In what way should developmental programmes for managers be differentiated

for men and women, black and white, etc.?. In what way should Management Development Programmes be specified forleaders, executives, professionals and managers?. What characteristics of managers are needed to manage diversity in theworkplace?. What HRD factors that apply to a diverse workforce make organizationssuccessful?. What HRD policies make organizations attractive to a diverse workforce?

Whichlead to the development of a diverse workforce, on the individual, team, andorganizational level?. What criteria should be used to measure development of a diverse

workforce, onan individual, team and an organizational level?

Employee Engagement and Happiness

• What makes people happy, and therefore vital, in their working environment?

• What HRD policies and practices can contribute to this?

. What is a good architecture and choreography for HRD programmes that should lead to a more energetic and passionate workforce?

• How can HRD practitioners lower the probability of burnout among employees?

• .What formal and informal rules support or oppose work-life balance?

• . Do employee services, which employers provide on a tax-free or tax-preferred basis, enhance the quality of employees’ work or personal life? How can this

• return on investment be measured?

Innovation and Professionalism

• How can HRD programmes help employees to develop themselves as innovative professionals?

• What are best practices to develop professionals? In a classroom setting, by• mentoring or, by e-learning, or by learning by doing? Or via blended learning?• What are individual or organizational aspects that hinder employees to work and• develop as professionals?• What role can a social network play in the development of a professional? How• can social networks contribute to the learning of an employee? How can HR• practitioners make use of social networks in organization to enhance the learning• of individuals and the organizational development?• How do cognitive and motivational individual characteristics mediate on-the-job• experiences that contribute to professional development?• How can HRD practitioners contribute to a developing a more professional• organization? How can they develop the organizational culture from a culture of• excuses towards a work attitude of accountability?• Professionalism follows from investing in learning and training. A good• choreography facilitates learning via creating a learning climate. HRD research• should investigate good practices of a learning choreography in organizations• that leads to professionalism

Innovation and Professionalism

• Should HRD programmes stimulate the learning and development of all employees? If so, what are the best practices for that? If not, what criteria should be used for the selection of the participants? What are the results of this choice?

• .How can HRD policies and practices contribute to the learning and innovativeness of individuals, teams and the organization?

• How can we apply our knowledge about learning environments and learning climates towards the body of knowledge around stimulus for innovation?

• How HRD managers could support line managers in order to stimulate and train employees in their creativity and innovativeness.

• How organizations can become employers of choice for creative, innovative people, employees with a development focus, young adults from the Y Generation.

• Recruitment of these people offers developmental opportunities for the organization. However, it also forces the organizations to offer challenges.

• What kind of unconventional challenges could HRD practitioners think of

• Although employee benefits is certainly not a new issue in our field, the

• authors note that there has been relatively little research on this critical topic in recent years. This is surprising because employeesponsored

• benefits often account for one-third of an organization's total labor costs, making it a primary concern to executives and

• employees alike. Thus, we believe that employee benefits should be an emerging area in our field because there is a need for

• research that can better guide practice

Journals and Publications

• Advances in Developing Human Resources

• Business Education Digest • Human Resource Development

International • Human Resource Development

Quarterly • Human Resource Development Review • Journal of Business and Psychology

Management Research: Concerns


One study conducted by Deadrick and Gibson

(2007) researched over 4,300 journal articlesfrom academic and professional journals.

Thepurpose was to determine the topics beingpresented and their order of importance to

eachgroup.


Short, Keefer, and Stone (2009) agreed thatthere is gap or lack of connection between researchand practice. However, it was also noted by Short etal. (2009) that there is not enough empiricallybased research on the relationship between thetwo groups to really define the gap or the quality ofthe link. If the research is weak, it could limit HRDpractice and therefore produce faulty practitioners(Short, Keefer, & Stone, 2009)

Management research in India: Current State

and Future Directions

Management research in India: Current State and Future Directions

Concern #1There is an increasing gap between

Indianeconomic development and the

currentstate of Indian management research


Concern #2Lack of advancement in the Indian

managementscholarship

Management research in India: Current State and Future Directions :

Need Assessment

Develop cutting-edge knowledge, methods and

valid indigenous theories to serve themanagement students better, provide

practitionersmore effective solutions to the problems that

theyencounter, and support the rapidly emergingcommunity of management scholars in India


Indian management researchers can learn fromthe Chinese management scholars who under theauspices of Asia Academy of Management havemanaged to bring together a critical mass ofscholars working in East Asia, and foundedJournals like Asia Pacific Journal of Managementand Management and Organization Review

Management research in India: Current State and Future Directions : The Truth

As opposed to ‘placement exchanges’, IIMs and

other leading management institutions have to

become ‘temples of learning’ andknowledge creators “

Professor M.J. Xavier, Director, IIM Ranchi quotedin online publication, Business Economics, 2012


:Questions

• Should scholars interested in India take US/Western theories as the basis and generalize them to India or should they develop new indigenous theories?

• Should Indian management research use the US/Western model in terms of journals, conferences, and measuring and rewarding research productivity?

• Would Indian management research be better served by emphasizing publications in the so-called top-tier journals in the US/West or would it be better served by developing and improving management journals in India?

• How can a critical mass of management scholars and scholarship on India be created?


Insights reasons for the current condition ofresearch on management in India

• Not valued by any of the domestic stakeholders, including governments, students and managers

• Dominant ethos of ‘universal’ knowledge(Scriven,1994), was applied to the social sciences and the relevance

• of research from the West to the Indian context was rarely questioned

• Inadequate training, lack of interest in conducting research (which was related to local research being not valued)

• Lack of incentives in the Indian system to support and/or reward research

• Lack of confidence in the Indian researcher to assert his/her stand if it did not conform to the received wisdom from the developed world


Insights reasons for the current condition ofresearch on management in India

‘Gate-keepers’ of knowledge in India, largely trained in reputed

institutions of the West, also find it difficult to appreciate indigenous

knowledge creation since the issues of interest and the methods do not

conform to the norms acceptable in the West

Management research in India: Current State and Future Directions :Looking Forward

• Submit manuscripts to international journals• Senior scholars should mentor junior scholars• Junior scholars should seek out partnerships

with senior scholars around the world to collaborate on and co-author research

• Reverse Brain Drain• Network of likeminded researchers who can

mentor and support each other in generating indigenous knowledge and meaningful research

• Building a flexible and attainable performance plan

• Setting practical research goals

Collaborative Research

Collaborative research is any research projectthat is carried out by at least two people.Collaborative research happens in many ways,and is more common in some fields than others.It is very common in the sciences, and less so inThe humanities . Working with others on aresearch project can have several benefits, butthere can be drawbacks as well.

Evidence Based Research

Publishing in Peer-Reviewed Journals



• Determine the right journal for your manuscript• One journal at a time• Clear, concise thesis placed early in the

manuscript. • Thesis grounded in the current historiography. •

Well-documented primary materials from a variety of sources

• Looks matter. • Format and style..• Send what the journal requires

Faculty

Dr. Malavika Desai

research in hr

Documents