Research in hr

A brief description on cutting edge reserach in HR. Also status of HR research in India and the way forward.A helpful presenttaion for early stage researcher.

1. Research Studies in HRD
Doctoral level Fellow and Associate
Programs

2. 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

3. Human Resource Development
HRD is the development of human resources, or
the increase of human capital of organizations

4. Human Resource Development
Human Resource Management (HRM) is a multi
disciplinary subject which draws its theories
and practices from many sources. It is an evolving
discipline and it keeps changing in scope and
nomenclature. It is always responding to changes in
the environment in order to keep pace with the
ever turbulent and unstable micro and macro
business environment

5. Human Resource Development

6. HRD :Initiatives and Perspectives
Individual Organization
Individual Self-management
of personal
development
Team development
Project group
development
Networks
Organization Corporate Universities
HRD programs
HRD policies and
practices
Organizational
Development
Organizational Learning

7. Human Resource Development

8. 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

9. Human Resource Development
Sampling Some Cutting Edge Research

10. 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 male
and 836 female pairs) and 849 pairs of same-sex
fraternal twins (283 male and 566 female pairs),

11. Genetics and Entrepreneurship
•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.

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

13. 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 in
becoming entrepreneur in spite of their real
interest to become entrepreneur.
Family support plays a vital role for women to
participate in entrepreneurial activities.

14. Development Of Women
Entrepreneurship In India With Special Reference To
Socio Cultural Factor
Identifying The Variable That Affects The
Development Of Women Entrepreneurship In
India With Special Reference To Socio Cultural
Factor
Bhanu Sree Reddy,Prabu Christopher
International Interdisciplinary Research Journal,{Bi-Monthly},
Volume-II, Issue-I, Jan-Feb2012

15. 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.

16. Work Life Balance
Home-based working women are the least
stressed, most well adjusted, and the most
satisfied with their careers among the groups
studied. Their ways of perceiving and handling
stress are found to be more effective than those
used by women in the other two groups.

17. 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

18. 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'Brien
The Role of the Transitional Leader: A Comparative Analysis
of Adolfo Suárezand Boris Yeltsin,Leadership 2007; 3; 419

19. 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

20. Emotional Intelligence and Leadership
•110 senior level managers studied
• Effective leaders were identified as those who
reported transformational rather than
transactional behaviors.
•Emotional intelligence correlated highly with all
components of transformational leadership
Examining the relationship between leadership and emotional intelligence in senior
level managersLisa Gardner, Con Stough, ", Emerald 23, (2002)

21. Emotional Intelligence
Role of emotional abilities (assessed with both
self-report and performance measures) in social
functioning. 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 n
2006, Vol. 91, No. 4, 780–795

22. 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 roles
and organizational learning capability.Bhatnagar and Sharma .Int. J.
of Human Resource Management 16:9 September 2005 1711–1739

23. 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 greater
than 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

24. 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

25. Staffing Twenty-first-century
Organizations
Differences between twenty-first-century Organizations as compared
with those of the previous century
Current staffing model has reached a ceiling or plateau in terms of its
ability 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

26. 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 difference
between job and organization engagements and that
perceived organizational support predicts both job and
organization engagement;
Alan M. Saks, "Antecedents and
consequences of employee engagement",
Emerald 21, (2006)

27. 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  of
employee engagement was significantly high in
the manufacturing organization as compared  to that in IT firm.
The main causes for a higher  engagement in the manufacturing sector
were  found to be as – the impression that the firm cares for
and values the employees, free and frank communication with
immediate supervisor, empathetic attitude of the latter towards
the former, recognition of one’s contributions towards
the organizational goals, and freedom to participate in the decision
making process.
A Study on employee engagement in two Indian
businessesMalavika Desai ,, Bishakha Majumdar ,, Ganapathy
P.Prabhu ASIAN JOURNAL OF MANAGEMENT RESEARCH,2
0103

28. 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

29. Future Research
Research Questions

30. Future Research
Worst and Best Practices and policies of gender
diversity
Diversity in age , gender , race etc.

31. 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 di erentiated
ff
for men and women, black and white, etc.?
. In what way should Management Development Programmes be speci ed for
fi
leaders, executives, professionals and managers?
. What characteristics of managers are needed to manage diversity in the
workplace?
. What HRD factors that apply to a diverse workforce make organizations
successful?
. What HRD policies make organizations attractive to a diverse workforce? Which
lead to the development of a diverse workforce, on the individual, team, and
organizational level?
. What criteria should be used to measure development of a diverse workforce, on
an individual, team and an organizational level?

32. 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?

33. 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

34. 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?

35. •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 o ers developmental
ff
opportunities for the organization. However, it also
forces the organizations to o er challenges.
ff
•What kind of unconventional challenges could HRD
practitioners think of

36. •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

37. 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

38. Management Research: Concerns

39. Management Research: Concerns
One study conducted by Deadrick and Gibson
(2007) researched over 4,300 journal articles
from academic and professional journals. The
purpose was to determine the topics being
presented and their order of importance to each
group.

40. Management Research: Concerns
Short, Keefer, and Stone (2009) agreed that
there is gap or lack of connection between research
and practice. However, it was also noted by Short et
al. (2009) that there is not enough empirically
based research on the relationship between the
two groups to really define the gap or the quality of
the link. If the research is weak, it could limit HRD
practice and therefore produce faulty practitioners
(Short, Keefer, & Stone, 2009)

41. Management research in India: Current State
and

Future Directions

42. Management research in India: Current State and Future
Directions
Concern #1
There is an increasing gap between Indian
economic development and the current
state of Indian management research

43. Management research in India: Current State and Future
Directions
Concern #2
Lack of advancement in the Indian management
scholarship

44. Management research in India: Current State and Future
Directions :
Need Assessment
Develop cutting-edge knowledge, methods and
valid indigenous theories to serve the
management students better, provide practitioners
more effective solutions to the problems that they
encounter, and support the rapidly emerging
community of management scholars in India

45. Management research in India: Current State and Future
Directions
Indian management researchers can learn from
the Chinese management scholars who under the
auspices of Asia Academy of Management have
managed to bring together a critical mass of
scholars working in East Asia, and founded
Journals like Asia Pacific Journal of Management
and Management and Organization Review

46. 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’ and
knowledge creators “
Professor M.J. Xavier, Director, IIM Ranchi quoted
in online publication, Business Economics, 2012

47. Management research in India: Current State and Future
Directions
: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?

48. Management research in India: Current State and Future
Directions :
Insights reasons for the current condition of
research 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

49. Management research in India: Current State and Future
Directions :
Insights reasons for the current condition of
research 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

50. 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

51. Collaborative Research
Collaborative research is any research project
that 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 in
The humanities . Working with others on a
research project can have several benefits, but
there can be drawbacks as well.

52. Evidence Based Research

53. Publishing in Peer-Reviewed
Journals
Publishing in Peer-Reviewed Journals

54. 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

55. Faculty
Dr. Malavika Desai