CHAPTER-2

REVIEW OF LITERATURE

.

2.1 Introduction

2.2 Human resource management/development/practices related studies

2.2.1 Pre – 1991 studies on human resource management / development /

practices

2.2.2 Studies during 1991 – 2000 period on human resource management /

development / practices

2.2.3 Studies during 2001 – 2013 period on human resource management /

development / practices

2.3 Electronic – human resource management relates studies

2.3.1 Pre – 1991 studies on electronic – human resource management

2.3.2 Studies during 1991 – 2000 period on electronic – human resource

management

2.3.3 Studies during 2001 – 2013 period on electronic – human resource

management

2.4 Gap in the earlier studies

69

CHAPTER-2

REVIEW OF LITERATURE

2.1 Introduction:

The basic objective of this chapter is to get inside into the previous findings so

that it will help to know the gap in earlier studies and to justify the research

problem selected by the researcher for the study purpose. The literature is

reviewed on human resource management (HRM),human resource

development (HRD) and human resource practices(HRP) and on electronic

human resource management (E-HRM)/development/practices. The prominent

areas covered in the present literature of reviewed are studies related to

concept,model,system,functions,organizational culture and climate,training and

development,performance appraisal,recruitment and selection,man power

planning,promotion,welfare and fringe,rewards and recognition and other

issues on HR and E-HRM practices. Indian and international studies are

studied by classifying them into 3 periods, such as (i) Pre 1991 period (ii)

1991-2000 period and (iii) 2001-2013 period. Chronological order is followed

in review of literature separately for HRM and E- HRM related studiesand the

chapter is organized is under:

2.1 Introduction

2.2 Human resource management/development/practices related studies

2.2.1 Pre – 1991 studies on human resource

management/development/practices

2.2.2 Studies during 1991 – 2000 period on human resource

management/development/practices

2.2.3 Studies during 2001 – 2013 period on human resource

management/development/practices

2.3 Electronic – human resource management relates studies

2.3.1 Pre – 1991 studies on electronic – human resource management

2.3.2 Studies during 1991 – 2000 period on electronic – human resource

management

70

2.3.3 Studies during 2001 – 2013 period on electronic – human resource

management

2.4 Gap in the earlier studies

Thus chapter is based on the conceptual and non conceptual background,

empirical and non empirical literature available at national (India) and

international level having direct and indirect bearing on the objectives of the

present study. Chronological approach is adopted in review of literature for

human resource management/development/practices and E-HRM separately.

2.2 Human resource management/development/practices related studies:

2.2.1 Pre –1991 studies on human resource

management/development/practices:

The key element alongwith profit maximization for industry is that the value,

attitudes, general orientation and quality of the people determine the industrial

development. The shift from manufacturing to service and the increasing pace

of technological change are making human resources the ingredient to the

nation’s well-being and growth and in a service-oriented industry like banks,

hospitals, railways, pharmasetc, the quality, quantity and utilization of human

resources become all the more important observed by Sar, Garth and Ray

(1972)1.

Dick and Carey (1978)2

designed training model based on ADDIE model,

consisting of following steps.

1. Instructional goals,

2. Instructional analysis,

3. Behaviors and learner characteristics,

4. Performance objectives stage,

5. Criterion-referenced test item’

6. Instructional strategy,

7. Instructional materials,

8. Formative evaluation, and

9. Summative evaluation.

71

Nadler (1979)3

made a distinction between human resource utilization and

human resource development. He state that human resource utilization covers

traditional functions of personnel administrations, whereas human resource

development includes mainly training, education and development. He further

identifies three main roles for the human resource development managers with

some sub roles.

Rao (1982)4

studied and assessed 45 organizations’ HRD practices and

observed that:

1. Performance appraisal system is for regulatory purpose mostly and less

for HRD development;

2. Salary increment used as a reward mechanism,

3. Potential appraisal system is not well practiced, and

4. Training is well attended by employees.

Keye (1984)5

studied relationship between performance appraisal and career

development and shown that both performance appraisal and career

development have potential for developing human resources; potential that can

be increased by linked them together to meet the needs of the both individual

employees and the organizations.

Pereira (1985)6

studied Larsen and Tourbo’s (L & T), human resource

development system. L & T introduced an integrated human resource

development system before 1985. He traced process and history of human

resource development system (HADS) and changes in it. They covers

performance appraisal, training and organizational development. He pointed

out that HRD department is now separated from the personnel department,

critical attributes required for the job have been identified and the organization

is heading towards the establishment of potential appraisal system.

Gupta and Gangotra (1986)7

studies human resource development (HRD)

practices in Jyoti Ltd. And pointed out that first attempt to introduce HRD in

1980 was not encouraging. But effort made in 1982 (2nd

) was quite successful.

72

In 1983, there was change in the organizational structure of the company. The

HRD department used the opportunity to initiate organizational development

activities in the company. A series of organizational development (OD) were

organized to improve individual inter-personal and team effectiveness.

HRD practices in TVS Iyangar and Sons, Sundram Fasteners Ltd. (SFL) BHEL

were studied by Sundaram (1986)8, Usha Krishna (1986)

9, and Jain (1986)

10

respectively. Similarly D’souza had critical look of training in Indian industry

(1986)11

and concluded that the return on investment on training is very poor

because people are sent for training in many industries as ‘fringe benefits’ and

very little is being done to make use of learning, once the people return from a

training programme. This was also confirmed by Rao and Abraham (1986)12

in

one of their studies on HRD climate of 42 Indian organizations. Japanese

experiment has proved quite successful in developing its human resource and

achieving desired growth. They adopted different methods at different levels

for different people to get their involvement. The members of the organization

feel themselves as a member of team and therefore, cooperate in achieving the

organizational goal and the managers try to develop subordinates for increasing

their effectiveness, pointed out by Narayan (1987)13

.

John Keller (1987)14

developed ARCS model for motivational purpose.

Attention, relevance, confidence and satisfaction (ARCS) is must be adopted in

motivational design. Thus training most introduced this model for the benefit of

employee, stated by John Keller.

Abrahm studied banks’ HRD climate based on 38 items of HRD climate

(1988)15

. A questionnaire was developed and administered. He found out

certain gap between belief of the top management and their practice with

regard to human resource development, promotions was time-bound practiced

and seniority principle was used. Bank employees think job rotation as

facilitator for them.

Verughese (1989)16

studied Crompton Greaves Ltd. (CGL). He observed that

task force identified role analysis, performance appraisal and counseling as

73

there priority areas were suggested by company’s consultant and that was

implemented by company. The study indicates a high degree of commitment

towards HRD and climate diagnostic survey was conducted and used/adopted

periodically.

Sachdeva and Arora (1989)17

studied relationship between improving employee

relations climate and human resource development in Eicher good Earth. They

explored in detail the experiences in developing HRD system in the company.

The feedback intervention was carried out, including an attitude survey to

assess employer satisfaction covering 19 aspects of their jobs and

organizational climate, ranging from job content and compensation to

opportunities for development and union management relations. SWOT

analysis was also carried out to identify areas requiring improvement and then

HRD was implemented. After 15 months later, a significant change was

observed.

A comparative study was undertaken by Murthy and Gregory (1989)18

on

Japanese HRD practices and Sunderam Clayton. He shows that a seniority

based promotion system may work in Japan but in Indian context it is not very

relevant as it can have demotivational effects on the aspirations of its people

and he stresses that we should only emulate the principles of Japanese HRD

practices rather than using their practices. These principles are equal treatment

of employees, emphasis on group consultation and group performance, respect

for dignity of labour and commitment to organizational goals.

Rao (1989)19

studied extensively HRD practices adopted by Steel Authority of

India Ltd., (SAIL), which is the biggest company with assets worth Rs. 6000

Crores and employees over 2,50,000. The areas identified for HRD initiations

were

1. Improvement in work culture,

2. Optimum use of installed capacity,

3. Increase in productivity,

4. Generate profits through control of costs and

5. Customer satisfaction.

74

Jindal and Jindal (1989)20

deal with the potentialities of the use of computer in

hospital to ensure optimization of resources. They have critically assessed the

use of computers in maintenance of hospital records, medical research and

analysis. They concluded that computerization is the need of the present, but a

compulsion of the future. On the other hand, Goel (1989)21

discusses the

nature, meaning and ingredients of manpower planning to ensure optimum

performance and satisfaction among the hospital personnel. He has pointed out

that an important operational objective for the future is, therefore, to improve

personnel systems, develop manpower planning and expand the opportunity for

education and training of personnel in the hospitals to achieve the goals of

hospitals, as it is the human capacities which transform the resources into

active agent of production.

Singh (1989)22

examined Indian management culture using Hofstede’s model

based upon 176 senior level managers belonging to 56 organizations spread

over the country. He shown that the Indian managers are low on all four

dimensions like power distance, ascertaining avoidance, individualism and

masculinity, accordingly he suggested the human resource development

practice.

2.2.2 Studies during 1991 – 2000 period on human resource management

/ development / practices:

Rao conducted another survey for knowing performance appraisal of human

resource development function in Indian organization. This study shows that

monitoring the human resource development implementation in public sector

organizations scored slightly better than the private sector while the reverse

seems to be true on human process reserved. According to Ishwar (1991)23

state

that for HRD, 3 things are important namely (1) way to better adjust the

individual to his/her job and the environment, (2) the greatest involvement of

the employee in various aspects of his work, (3) the greatest concern for

enhancing the capabilities of the individual.

75

Some organization may achieve a saturation point in terms of their growth over

a period of time to maintain such a saturation level of growth and to enable the

organization to operate in the changing environment, employees are to be

helped to sharpen their existing competencies and to acquire new ones. In this

context, study made by IGNOU pointed out that people need competencies to

perform the assigned tasks. Higher degree of quality of performance of tasks

requires higher degree of skills. Without continuous development of

competencies in people, organization is not likely to achieve its goals. In fact,

competent and motivated people are essential for the growth, survival and

excellence of the organization (1992)24

. Raman (1992)25

study the HRD

experiences of State bank of India, especially training and he state that the

training philosophy of SBIas follows.

“Training in SBI is a pro-active, planned and continuous process as an integral

part of organizational development. It seeks to impart knowledge, improve

skills and reorient attitude for individual growth and organizational

effectiveness.”

Rao (1992)26

studied HRD practices introduced in Voltas Ltd. And observed

that Volta believe on people’s strength.Companies conduct/adopted

performance appraisal, management development programmes, counseling,

communication policy, potential appraisal, trining etc. through it, Voltas HRD

experience brought out by Rao. He also studied Bharat Earth Movers Ltd.

(BEML) and brought out their experiences on HRD practices (1992)27

.

Kapoor (1992)28

assessed HRD practices of Indian Oil Corporation (IOC). He

conducted a survey to measure organizational climate and observed that role

analysis exercises were conducted and 40 workshops were organized to

enhance HRD competencies.

Economic survey (1994)29

state that human development is the ultimate goal of

our development programmes and is also crucial for development of social

sectors, such as education and health, is crucial for sustaining higher rates of

overall economic growth in an increasingly integrated world economy.

76

Significant progress has been made over the years in HRD as reflected by

demographic indicators, literacy, educational levels and health services etc. but

considerable ground remains to be covered in view of demographic pressure,

regional and class disparities in access to social infrastructure and our still low

levels of attainment in social sectors compared to even several developing

countries in Asia. HRM is a highly organizational specific activity (Tyson

1995)30

.

Whereas Reddy (1995)31

show that 90 percent lecture method used, on the job

instruction method 76, computer conferencing is least used pedagogical

methods in training programs. Jain (1996)32

examined on the basis of primary

data HRD sub-systems including (i) goal setting, role analysis, career planning,

performance appraisal and executive development, in two organization at

middle management level, (ii) management policy, potential appraisal and

organization development at the top management level, (iii) training at the

lower level, (iv) inter-level relationship in the various HRD sub-systems,

effectiveness variables and personal history. Bharat Heavy Electricals Ltd.

(BHEL) and National Fertilizers Limited (NFL) two companies are studied.

The result shows that there exist better career planning in BHEL than NFL. On

the job training and class-room training were found to be the most widely used

methods for imparting training in two organization. Another expert, Pattanayak

(1997)33

evaluate training in the Indian industries and observed that-

1. About 70 percent of the trainees felt that depth of training material and

training itself was not enough.

2. Almost 55 percent respondent felt that attitude towards their job after

they attend training programme not changed much.

3. Almost 70 percent respondent responded that their supervisor shows the

moderate interest when they return from training.

Kondula (1998)34

conducted survey in India’s most valuable 59 companies and

their case studies to explore the alignment between strategic responses of

organizations and the strategic HRD system. The study finds that the status of

77

strategic HRD system is moderate. There are constrained in the implementation

of performance appraisal, worker involvement and communication.

Lapla and Benstel (1999)35

has assessed the role of training and innovation in

work place performance productivity. They observed that training leads to an

increase in the quality of labour, by equipping employees with greater skills

and knowledge. Training needs as per changes in demographics of employees,

increasing job complexity technology and competition.

Jitendran and Baum (2000)36

studied human resource development and

sustainability in Indian tourism and observed that only ‘on the job’ training is

practiced by Indian tourism industry.

2.2.3 Studies during 2001 – 2013 period on human resource management

/ development / practices:

Dhar (2001)37

assessed recruitment and promotion policies, merits and

competence, performance appraisal and motivation, morale and commitment.

He suggested the following.

1) Recruitment and promotion policies to be reviewed time to time.

2) Merits and competence should be given greater emphasis in promotion.

3) Performance appraisal system to be modified and undertaken time to

time.

4) Motivation,morale and commitment and sense of belonging and

involvement of employees at all to level should be enhanced.

Hansson (2002)38

studied two questions, based on 26 company’s data. He

examines (1) what determines employee training from an organizational

perspective and (2) to what extent training investments contributes to company

performance. He concluded that the training have positive impact on

organization performance.

Study undertaken by Srinivas (2002)39

was based on primary data and 59

companies and 3 case studies to explore the relationship between strategic

78

responses of organizations and the strategic human resource development

system. The study finds moderate relationship between two. Management,

Unions, frontline officers / supervisors and individual workers seem to be

having certain apprehensions which might have contained the implementation

and progress of strategic human resource development practices specially job

enrichment programmes, performance appraisal, communication, works

involvement and empowerment programmes. He found that the managerial

staff are better informed and are better involved in organizational decision

making in comparison with other categories of employees.

Rao (2003)40

state in his another study that Indian organizations seem to have

played only lip sympathy to human resource development as (i) they do not

follow the structure principles, (ii) very few have feedback and counseling

system (iii) no separate potential appraisal system and (iv) mostly do not have

full time human resource development facilitator.

Singh Anil Kumar (2003)41

, in the paper, ‘Philosophy of management and

human resource management in Indian organization’ has assessed various

HRM practices in Indian organization and examine the relationship between

HRD practices and the philosophy of management. The objectives of the study

were (1) to investigate the various HRD practices like HR planning,

recruitment selection, performance evaluation, training and development,

career management and rewards at managerial level in public and private sector

organization, (2) to examine the nature of differences in the philosophy and

management subscribe by the organization towards employee working, (3) to

examine the nature of relationship between HRD practices philosophy and

management in public and private sector; (4) to examine the impact of HRD

practices and organizational culture on philosophy and management in public

and private sector.

The hypothesis of the study was HRD practices are significantly related

to philosophy of management. Interactive relationship model was employed

79

and impact of HRD practices and organizational culture on philosophy and

management was assessed.

Tejsingh(2003)42

studied the leadership style of managers in the Indian and

foreign bank, taking Punjab National Bank and Standard Chartered Bank as

sample and a comparison is made between two regarding leadership styles. The

key objectives of the study were-

1. To trace out quantitative measurements of leadership style in Indian and

foreign bank,

2. To identify the leadership style of manager in banking sector,

3. To examine whether the Indian banks and foreign bank differ regarding

leadership style.

The study is primary database collected through questionnaire. 318 was sample

size selected from lower, middle and top level management. The secondary

data was collected from memorandum, articles, brochures, annual reports and

books. The study shows that involvement leadership style prevails in Punjab

National Bank than Standard Chartered Bank with respect to lower level

management, at higher level it was reverse of it. This whole exercise show that

there is no significant difference in two types of banks.

HRD general practices in drugs and pharmaceuticals industry was studied by

Patel and Iyer (2004)43

. This study is based on primary data collected from 125

respondents of eight pharma companies in Gujarat State of India. Lirket five

scale model was employed by researcher as (1) not at all true, (2) rarely true,

(3) sometimes true, (4) mostly true and (5) almost true. Study shows that

organizations are giving adequate important for development of human

resources in the organization. Companies are helping to employee to acquired

required skills and competencies. HRD practices are practiced in

pharmacompanies, it is true, pointed out by this study.

Many organizations are experimenting with more flexible packages which

include elements of variable pay, linked to job performance, competence, skills

80

development and desired team and leadership behaviors. If an organization

requires high level of flexibility, reward systems may also need to be flexible

(2004)44

. Besides recruitment, efforts to retain qualified employees should also

be considered as a part of an overall career management strategy – driven by

the business strategy, pointed by Holbeche.

The strategic importance of job analysis and competency assignment is

grounded in their usefulness as systematic procedures that provide a rational

foundation on which to build a coherent approach to managing human

resources. This role of modeling competencies becomes especially obvious

during strategic change periods when jobs in an organization are likely to be

suddenly transformed. In conjunction with an organization’s recruitment and

selection efforts, a total compensation system provides pay that is sufficient to

attract and retain key employees and keep them motivated to perform with the

best of their competencies. Unless the total compensation program is perceived

as internally fair and externally competitive, good employees are likely to leave

(2005)45

.Attracting and retaining industrial with the skills related to the core

competencies of the organization are key HR activities directly relevant to

organizational capability (2005)46

.

To manage innovative workforce effectively, traditional HRM practices, such

as work systems, HR flows, rewards and employee influence, have to be

rewarded to be in line with the innovative strategy of organization. ‘HRM

innovation’ seeks a model that pays attention to the dynamic character of

various types of innovations – not just cost reduction or quality – in

organizations, that is in line with an innovation oriented organizational strategy

supported by deliberately chosen (HRM) policies and practices at all relevant

levels (2005)47

. The strategic dimension of human resource management

started to receive specific attention from researchers at the end of the 1970s

with the influence of two basic changes in the literature: first, the shift from the

old personnel administration approach to the more modern concept of human

resources and second, the reorientation of generic strategic models to internal

81

aspects of the organization (2003)48

.Ghalam and Shrinivas (2005)49

examines

genderwise perception and attitude on HRD climate in Indian banking sector

with special reference to state bank of India (SBI). The survey conducted with

great care in order to get an equal representation of respondent with different

characteristics viz. cadre, gender, service, age. Objective of the study were-

1) To analysis the perception of male and female employees with regards

to HRD climate,

2) To identify the attitudinal differences between male and female

employees on HRD activities in the selected organization;and

3) To suggest measures for the implementation of HRD procedure

faithfully without any gender discrimination in the selected organization.

For this study, to collect the information, sample of 200 employees from

various levels was selected from the identified twenty branches of SBI in

Andhra Pradesh by using random sampling method.

Primary data was collected through questionnaire and interviews and secondary

data through documents, internal circulars and reports.

Analysis was done on five point scale, the rating scale is highly satisfied-5,

satisfied-4, neither satisfied nor dissatisfied-3, dissatisfied-2, and highly

dissatisfied-1,. Analysis revealed that women employees are more satisfying

with the exiting HRD climate than that of male employees in the bank.

Narasimha Rao (2005)50

wants to study on knowledge and perception of the

employees about the different training program and the effectiveness of the

training in their opinion. For this study Rao chosen Visakhapatnam steel plant.

Objective of study were:

a) To enquire into profile of organization and to understand their training

activities.

82

b) To study and understand the knowledge, perception an awareness of

employees on various aspects and training.

For this study group of non executive have been selected as it covers 73% of

total of employees of the plant. Also out of non executive employees nearly

about 89% of employees are skilled worker are there. Hence for data collection

sample of 349 skilled workers are chosen randomly. Primary data was collected

through questionnaire, personal observation and interview with supervisory

staff at the higher cadre. All the respondents reported that they need further

training and training is required for improving their job performance. Rao tried

to find different reason for which respondent attend training program. Main

reason was found that to update their job related knowledge. Almost all the

respondents have expressed their satisfaction with the schedule and location of

training program as well as the teaching methodology followed.

Conclusion of this study is that in Vishakhapatnam steel plant, training needs

of employees are taken care by two departments one is T & D center and

another is the HRD center. There are in – company training program and out

station training program. Rao suggested that the employee with experience

more than 15 years can be considered for supervisory training and computer

training.

Kumar (2005)51

identifies the relationship between human resource

development practices and the philosophy management of the Indian business

organization based on x and y theory 95 and 119 respondents from two private

and public organizations were selected. The study found that there was no

significant relationship between the variable of human resource development

practices and the philosophy of management in the public sector organization

whereas in the private sector it is highly for training and reward.

Gupta and Singh (2005)52

in their study on human resource development in

financial sector pointed out that due to changing scenario of the banking system

in the country, there is an urgent need for redefining and remodeling the

strategies associated with human resource development. This is based on two

83

sample banks namely Punjab National Bank (PNB) and Standard Chartered

Bank (SCB). Human resource development practices profile of SCB is better

than PNB. In another study Priyadarshani and Venkatapathy

(2005)53

highlighted that

(i) The human resource development practiced in the banks has a strong

influence on their performance,

(ii) Private Bankshas placed low emphasis on human resource development.

(iii ) There is positive relationship between human resource development

practice and performance.

(iv) The quality of work life is strong in nationalize banks compared to

private banks.

The study made by Pareek and Rao (2007)54

on Larsen and Toubro in respect

of performance appraisal system shows that manpower planning, selection,

promotion, training, feedback etc. are positive association with efficiency and

effectiveness.

Bains (2007)55

studied a comparative human resource development system of

public and private sector organizations and trace that there is need to create a

desirable organizational culture. He concluded that integrated human resource

system developed by the private sector in a better way as compared to the

public sector companies.

Vazirani (2007)56

studied benchmarking of human resource practices in

selected pharmaceuticals companies and finds that all the companies surveyed

had a performance management system, which in turn helps to identify training

needs of employees, promotions enhancing decision making ability, career

planning discipline.

Virmani (2007)57

, covers a wider field, management practices in different

organization all over India. Main purpose of this study is to find out what are

84

the current trends, how can they be objectively quantified for a systematic

study what conditions prevail in the organization and what element constitute

the practices. Objective of the study are

- To find out current trends of Indian Management practices

- Different study to quantified three practices objectively.

For this study 56 organizations situated in various parts of the country

are covered and 102 employees are interviewed. Primary data was collected

through questionnaire. The aim of questionnaire is to find out whether policies

and plans exists in different areas, what kind of practices really takes place and

reasons for it and what are the factors affecting motivation and climate in the

organization. Study covered 4 types of organization, the public sector, the

government department, the multinationals and the traditional family owned

company. Analysis shows that almost all managers in all type of organization

said that long term goals do exist in the organization.

About working of these plans, about 5% of these in public sector and

government feel that the plans have worked in multinationals. It is nearly 60%

and in traditional family owned company it is 50%. Where plan doesn’t work,

major reason found that these plans are made only for records. In

multinationals, major reason is interference of caste, community and other

consideration. About 77% of public sector, MNC and traditional family owned

company say that they have formal policies or plans relating marketing

strategies however people from government department said they have specific

plans. Every type of organization claims that there is formal employee

appraisal system. Promotion is major incentive in all type of organization.

Virmani studied different HR practices in all these types of organization and

came to conclusion that background and life style make the differences in

management. Indian management is an out crop of the Indian family.

Akhtur, Ding and Ge had studied strategic HRM practices and their impact on

company performance in Chinese enterprises, on the basis of 7 dimensions that

85

measure strategic HRM practices. This model was applied by Bal, Bozkart and

Ertemsir in their study to found out the relationship between strategic HRM

practices and innovation(2008)58

.

In another study Srimannarayana (2008)59

show that more favorable human

resource development climate was prevailing in the manufacturing sector than

the service and information technology sector.

Khan (2008)60

finds that most of the employees feel need to re-restructure the

organizations, train and develop them according to its pre-determined

objectives. They feel that their potentialities are not fully utilized for enhancing

performance/productivity of organizations. Conflict between employees and

the management leads to unsatisfactory service.

Human resource management practices in insurance companies was studied by

Kundu and Malhan (2009)61

. It is comparative study of Indian and

multinational companies. Performance appraisal, workforce diversity and

contemporary human practices, training and benefits, human research planning

and recruitment, selection and socialization of employees, and competitive

compensation etc. was assessed by researcher based on 218 sample respondents

from four Indian and multinational insurance companies and it was found that

multinational companies were comparatively weaker on performance appraisal,

training and benefits, HR planning and recruitment etc. than Indian companies.

Dixit (2009)62

assessed human resource development practices in urban co-

operative banks in Pune district based on manpower planning, performance

potential appraisal, training, career planning, organizational development,

rewards, employee welfare, quality of working life and human resource

information for 9 co-operative banks at top, middle and lower level. This is

comprehensive and empirical study. Study used comparative approach and

suggested transformational model.

Gowali (2010)63

reviewed 50 studies on human resource development /

management incorporate sector of Indian covering manufacturing and service

86

sector. Her study was based on primary data. Data was collected by preparing

questionnaire I & II for 8 and 11 parameters. Mean, standard Deviation,

coefficient of correlation. ‘Z’ test were used as statistical tools and technique.

100 organization and 333 respondents was the sample size. She found that

there is not much difference between the human resource development

practices in manufacturing sector and service sector and there is a impact of

employee motivation towards training programme on transfer of learning on

the job.Improving the competence of workforce through training and

development activities is seen as a way of creating a competitive advantage.

From the strategic perspective, training is employed not only to improve an

employee’s current skills, but also to prepare each employee for future

responsibilities. In the process of learning within an organization, human

capital becomes increasingly firm – specific and cannot readily be reproduced

by its competitor (Chen and Hung, 2010)64

.Initially, human resource planning

is critical to an organization’s strategic plan through systematically matching

the interests, skills and talents of the workforce with long-term goals and

opportunities in the organization, pointed out by Nixon (2011)65

.

Bhamare (2011)66

, studies human resources practices of women’s urban co-

operative banks in Maharashtra. Practices in manpower planning, recruitment,

training performance appraisal, promotion, career planning and welfare were

studied on the basis of primary data collected by way of questionnaire, by using

frequency and percentage and average as a statistical tools and techniques.

Strategic approaches to recruitment are rare but recruitment is a strategic

opportunity indeed. Ideally recruitment should not simply be a question of

filling gaps, instead should be productivity focused on bringing the specific

kind of skills and experiences in the organization especially those which cannot

be built from withinShafique, (2012)67

.

The strategic HRM field has emphasized human and social capital as key

resources for firms, yet focused primary on organizational level conjectures

such as the configuration of high-performance work practices and their ‘fit’

87

with the organizational strategy (Makela, Sumelius, Hiogland and Ahlvik,

2012)68

.

Confederation of Indian Industry (2012)69

and Index advisory private Ltd.

Studied the state of human resources/industrial relations in small and medium

enterprises segment. They assessed basic human resources, recruitment,

training, manpower planning, performance management, compensation, career

planning and industrial relation. They found only 61 percent companies have

presence of human resource department.

Jains (2012)70

paper based on a doctoral dissertation, assess the impact of the

reform program on PSB from 1991 to 2008 on HRM practices. Data was

collected through questionnaire and interview. Secondary data was collected

from database available with RBI in the form of annual report, publication

from IMF and bank of international settlements and working papers by various

banks published from time to time.

Main objective of the study was to assess the impact of the reform program on

HRM practices of public sector banks from 1991 to 2008. Study reveals that

HR practices recognized the peculiarity of existing skill deficiency in

individual banks. This is why T & D, appraisal system and reward mechanism

were not standardized banks need and requirements.

The research made an attempt to find out contribution of HR practices efforts

on employee’s productivity. Majority of respondents agreed that primary

reasons for improved productivity post liberization were use of IT

infrastructure, competition in market place and outsourcing back office

functions. Evaluation and importance of strategic HRM and role of strategic

HRM on innovativeness in organization, are assessed by Bal, Bozkurt and

Ertemsir (2013)71

. They determine to find out the relationship between strategic

HRM practices and innovation in organizations. 48 organizations is the

coverage of the study. They found a positive and strong relationship between

innovation and HRM practices such as training development, participation to

decision making, job analysis, job identification, performance evaluation and

88

career management. Also it was observed by them that organizations that

participated to the research have been using there strategic HRM practices in an

medium level. This is based on primary data, collected through e-mail using

convenience sampling. 48 companies were selected from various sectors such

as health, media, textile, retain and banking.

To effectively enhance employee motivation and productivity, the performance

measurement and feedback proves must be aligned with the organization’s

business strategy and organaizational culture. By aligning personal interests

with company objectives, performance-based pay system motivates workers to

realize the strategic objectives of the HR function, observed by Kim and Sung-

Choon, (2013)72

. Further about role of HRM through innovation, they observed

that although HR executives’ involvement in strategic management was not

always associated with firm performance, their involvement had a substantial

effect when the firm pursued an innovation strategy for which skilled

employees were a critical source of core competence.

Suryawanshi (2012)73

studied conceptual framework of human resource

management and hospitals, identify the HRM practices in the hospitals,

function wise, activity wise human resources practices and whether study

object having human resource development system in place and fulfilling

adequately human resource management objectives. Pimpri-Chinchwad area

was selected for study purpose. 30 hospitals were selected randomly from

private, government and semi-government.

Venkat (2013)74

in his study try to find out impact of globalization on HR

practices. In today’s environment due to globalization, HR practices have to be

applied with different strategy in order to survive in the globalized world.

The main aim of the study is to study challenges in front of the managers to

adopt different skills and practices for survival and growth of organization in

the global village. This study tells that global HRM is not a simple bundle of

conventional functions like recruitment, promotion, responsibility, ensuring

satisfactory wages and compensation but not calls for astute, psychological

89

gambits and maneuvers, HR strategies should be linked with business goal of

organization.

This study tells that globalization brings significant changes not only in

operating boundaries but also in corporate HR functions and strategies.

Organization should develop competency model to identify critical success

factors that distinguish high or low performance and integrate HR system.

HRM function can no longer be treated as mere support function. In most of

the leading organization worldwide, the HRM function is now being treated as

strategic partner of the organization through strategic HGRM intervention. This

study also suggests that current HRM practices and its implementation in the

globalized corporation need to be restructured in the context of challenges

faced by the organization.

Khanvilkar (2013)75

has assessed JJ hospital and ESIS hospital human resources

practices and found out the level in it and compared human resources practices

between two government hospital. The study concluded that (1) high level in

manpower planning, recruitment and training in ESIS and JJ hospital were

practiced as well as in career planning, performance appraisal and promotion.

But average level practices were followed in employee welfare. Overall

moderate level human resource practices are followed in ESIS and JJ hospital.

To overcome he suggested a separate commission be appointed to look into the

HR practices in Government Hospitals.

2.3 Electronic – human resource management relates studies :

This section reviewed literature on E-HRM such as e-manpower planning,e-

recruitment and selection, e-training, e-performance appraisal, e-career

planning, e- promotion, e-welfare and fringe and e-rewards and recognition etc.

This is undertaken in three periods, pre 1991 period,1991-2000 period and

2000-2013 period.

90

2.3.1 Pre – 1991 studies on electronic – human resource management :

Irving (1986)76

observed that earlier computerized performance monitoring

systems was operated in offices /organization which were actually software

packages able to count the number of work units completed by employees in a

specific time period,record idle time of each terminal,calculate error rates

,capture time spend on different task or even count the number of times an

employee strikes the keys etc.These system was collecting all the information

about all the activities done by the employee inside the company and provide

the feed back to both superiors and subordinates .Furthermore, since E-HRM is

a multi level phenomenon research would profit from studies that address

several levels including the corresponding inter level relationships(Markus and

Robey(1988)77

). Davis (1989)78

show that some employee factor come from

technology acceptance model. If users of an information system do not

perceive it to be easy to use or useful,then they are not likely to use the system.

The relationship between size of organization and E-HRM was studied by

Kavanagh et.al., (1990)79

, which shows small size company faced lower risk as

compare to large scale company.

2.3.2 Studies during 1991 – 2000 period on electronic – human resource

management:

Griffith (1993)80

by emphasizing on the importance of the right usage of

computer monitoring which does no abuse workers by creating a difficult

working environment like a sweet shop,proposed some guideline for effective

use of these systems (i) use it to provide feedback not just gathering social

information ,(ii) determine the type of data based on what employee believe

will help them and be willing to adopt the system as they get ideas about how

to use the data,(iii) integration of the collected data increase the value of the

system to employees, and (iv) drive the system on a way to identify areas for

efficient production ,training needs etc because if workers find out its against

them the digital fight would begin. Since level issues create particular problem

when the level of the topics, theory, data collections and / or analysis are

incongruent (Klein et.al., (1994)81

), future work would profit from explicitly

91

addressing level issues. The micro and macro level research serves as a

minimal model that can be expanded by some conceptual suggestions and such

conceptual work is necessary (Klein et.al., 1994).Since E-HRM constitute a

rather new and unknown field,case studies yield valuable and deepened in sight

that again might lack external validity .A single study also combines an initial

case study with a final survey pointed out by Kinnie and Authurs(1996)82

.

Findings concerning the E-HRM strategy at first hint at a lack of strategy

considerations in general IT applications in e-recruiting and e-learning (Liff,

(1997)83

). He pointed out further advanced level strategic or decisions –

support oriented applications are lacking. Over all finding concerning human

resource information systems also shows that privacy and fairness perceptions

of employees depend on their ability to authorize the content and targets of the

information disclosed (Eddy, Stone and Stone Romero,(1999)84

). The idea of

initiating internal employee communities by using portal technology to provide

means for interactions – such as chats ,forums and news groups ,as well as

additional content such as health or sports – aims at improvement of

communications , knowledge transfer commitment etc observed by

Fandray,(2000)85

.

2.3.3 Studies during 2001 – 2013 period onelectronic – human resource

management:

Rao and Das (2000)86

assessed 45 companies HRM practices. 5 key HRD

practices are studied. They are studied 5 key HRD practices as under.

Sr.No. HR Practices / Dimensions studied No. of companies studied

1. Conceptual aspects of HRM 06

2. Manpower policy and planning 11

3. Training and development 08

4. Compensation management 08

5. Industrial relation 12

Total 5 practices Companies = 45

92

Above Table show that 5 practices/dimensions were studied by researcher. The

HRM conceptual aspects were studied based on 6 companies such as Jyoti

Laboratories Ltd., Mr. Sridhar, Madras Manufacturing Company, Indian

Automobiles Ltd., Mr. RajatSaxena, and ITDC Privatization. Manpower policy

and planning were studied for Rayagada Electricity company, flexible

manpower planning (lecture by Tandon), Eagle India Ltd., Honda Bicycle

Ltd.,. The Pill of IDPL Ltd., Global Electronics Ltd., and Hindustan Levears

Ltd.,. In all 7 companies were studied for manpower policy and planning

practices purposes.

Recruitment and selection purpose 11 companies were studied. They were

Indian Bureau of employee recruitment services, Konark Cement Ltd., Mr.

Jacob (an Individualist), Hind Synthetics ltd., Atlas Moped Co.Ltd., Mr.

Kishore (an employee), universal manufacturing co., Maharashtra soft drinks

Ltd., Usha Telecom Ltd., Mr. Rajeev Shukla and Recruitment and Promotion

Policy case study. Training and development practices of Jyotsna Food

Products Ld., Bihar automobiles Ltd., Indian Petrochemicals ltd., CIPRO India

Ltd., Mr. BrijendraSingn – A case study for career planning, Bajalpur Printing

Press, Hind Motors finance Ltd., Spareparts manufacturing Co. Ltd., and

Vishal fast foods private Ltd. Were studied and assessed as case study.

Eight case studies are undertaken for understanding performance appraisal.

They were public bank Ltd., Mr. Raja Ram, Mr. Alok Mishra, National

Fertilizers Ltd., Mr. M. Sundersh, Pratap Electronic Ltd., Asian Coffee house

and Indian Institute of information Science whereas another eight cases were

study for compensation management practices such as Digital info. System ltd.,

Asansole Bicycles company Ltd., R.Kumar Ltd., RPD enterprises, Modern

detergent Factory, Prominent Cement Ltd., Pendra Road Texile Mills Ltd., and

Panther automobiles Ltd., finally researcher studied industrial relations based

on twelve case studies. They were Textile Manufacturing Corporation, Mr.

R.K. Singh, the Mahavir Bank ld., Bhopal Steel Tubes Ltd., Mahindra and

Mahindra Ltd., Vijay electrical Ltd., Ashoka Transport Corporation Ltd. Mr.

93

Yogesh Sharma, Rajubhai Chemicals Ltd. Rourkela Steel Tubes ltd., Mr. K.

Ramanunam, and welfare amenities in SAIL.

Thus case study is very comprehensive and covered all types of HRD

practices,hence human resource is the greatest asset of the enterprises (Ghosh,

2002)87

, and E-HRM has the potential to change all traditional human resource

management functions (Noe, 2003)88

.

Moreover, Globetronics Multimedia Technology Sdn. Bhd. (2003)89

had

proclaimed that “install System Manager, HR Manager, Time Manager, Payroll

Manager, and Report Manager will lead to success E-HRM.” Large

organizations use e-HR because it is qualified to collect, store, process and

manipulate the large amount of data inputs, reduce cost of maintaining human

resource data and provide accurate information about human resources anytime

and anywhere. Furthermore, Prasad (2003) had defined “HRIS is a

computerized method of providing information about human resources, their

functioning, external factors relevant to managing human resources.”

Moreover, Kettley and Reiley(2003)90

said that “a computerized human

resource information system is contented of a fully merged organization wide

network of HR-related data, information, services, databases, tools and

transactions.” Technology enabled E_HR to introduce corporate intranets and

web-enabled HRIS.

Evidence for improvements to HR services delivery through increased

accuracy of data entry or by simplifying processes has been provided by

Gardner, Lepad and Bartol (2003)91

.

The Swift development of e-HRM has resulted from the combination of the

need to work more efficiently and the possibilities of current information and

communication technology, observed by Stanton and coovart (2004)92

.

Moreover, Foster. Hawing and Stein (2004)93

had depicted that “the usage of

the internet to the Human Resource function E-HR had consolidated two

elements of using of electronic media and operating participation of employees

94

and employees in the process to help organization decrease its administration

costs, improve employee communication and satisfaction and provide real time

access to information.” One of the benefits of E-HRM systems is that, when

designing systems, attempts to modify and describe management processes are

likely to have been made (Tyson and Selbie (2004)94

.

E-HRM is often, characterized as being a technological solution its effective

implementation can be a powerful enables for broader business change

(2005)95

. Further, Stone. D.L. (2005)96

is suggested that ‘technological

innovation is played a leading part in E-HRM such as self-service systems,

interchangeable devices, cognitive software, non-technology and the

convergence of the internet, digital TV and the wireless technology

communication into a vibrant net work like YouTube, Face book, LinkedIn and

so on.”

Stefan(2007)97

reviewed more than 57 e-HRM studies in a systematic and

scientific manner .The review studies are classified into (1) Theoretical

perspectives, (2) Methodological approaches (3) Levels of analysis and (4)

Topics and findings. Further studies on topics and findings reviewed by

researcher into (1)Context, (2)Actors, (3)Strategy, (4)Activities,

(5)Technology, (5)Consequences. Thus 2.1 gives classification wise reviewed

studies in the chorological order.

Table 2.1

E- HRM reviewed studies by Stefan (2003)

E-HRM review

Aspects

Author / Research scheme and years

1. Theoretical

perspectives

Dineen, Ash and Noe (2002), Coppola and Myre (2002),

Harris, Van Hoye and Lievens (2003), Cober, Brown Levy

and Ober (2003), Williamson, lepack and king, (2003),

Gardner, lepak and Bartol (2003), Nissen and Gates (2004),

Elgin and Clapham (2004), Huanng, Jin et.al. (2004),

Dineen, Noe and Wang (2004), Huang, Yang, Jin and Chiu

(2004), Ruta (2005).

95

Micro-level theories of psychological and behavior

provenance are adopted and hence current empirical

research in e-HRM is mainly non-theoritical Stefan, (2007).

2. Methodological

approaches

Kinnie and Arthure (1998), Kuha and Ikuterud (2000),

West and Berman (2001), Coppola and Myre (2002),

Jattuso and Sinar (2003), Wiechmann and Ryan (2003),

chapman and Webster (2003), Harris, et. al. (2003),

Anderjs on (2003), Welle-strand and Thune, (2003),

Braddy Thompson, Wuensch and Grossnickle (2003),

Konradt and Joder, 2003), Turetken and Demirors (2004),

Dineen et. al.(2004), Huang, Jin, et.al. (2004), Vaughan and

Macvicor (2004).

3. Levels of analysis Klein, Dansereau and Hall (1994), Coppola and Myre

(2002), Harris et.al.(2003), yang et.al. (2004), Buckley,

Minette, Joy and Michaelis (2004), Hawking, Stein, and

Foster (2004) etc.

4. Topic and finding Ruel et.al. (2004),

(A) Contest Hannon, Jelf and Brandes (1996), Elliott and

Tevavichulada (1999), Ball (2001), Teo, Soon and Fedric

(2001), Harris et.al.(2003), Hausdorf and Duncan (2004),

Ruel, et.al. (2004), Ruta (2005).

(B) Actors Memanus and Ferguson (2003), Buckley et.al. (2004),

(C) Strategy Liff (1997), Tansley and Watson (2000), cober, Brown,

Blumental, doverspike and Lery (2000), West and Berman

(2001), Tansley, Hewell and Williams (2001), Beamish,

Armistead, Watkinson and Armfield (2002), Welle-strand

and Thune (2003), Chapman and Webster(2003)Ruel et.al.

(2004), Ruta (2005).

(D) Activities Kinnie and Arthurs (1996) Lin (1997), Baker Detinhe and

Smart (1998), Elliott and Tevavichulada (1999), Kuhn and

Skuterud (2000), Ball (2001), Teo et.al. (2001), Pearce and

Tuten (2001), West and Brman (2001), Chapman and

Webster (2003), Hausdonf and Duncan (2004).

96

(E) Technology Hannon et.al.(1996), Baker et.al (1998), Elliot and

Tevavichulada (1999) Cober et.al. (2000), Kuong, Liu and

Williams (2002), Smyth, Bradley and Rafter (2002),

Konradt et.al. (2003), Garder et.al. (2003), Hawkinbg et.al.

(2004), Li, Roesler and meszlery (2004), Turekar and

Demirors (2004), Cober et.al. (2004).

(F) Individual

consequences

Eddy, Stone and Stone-Romero (1999) Ro Zelle and Landis

(2002), Zusman and Zandis (2002), Dineen et.al. (2002),

Van Rooy, Alonso and Fairchild (2003), Braddy et.al.

(2003), Cober et.al (2003), SinarRenolds and Paquet

(2003), williamson et.al. (2003), Weiechmann and Ryan

(2003), Salgado and Moscoso (2003), Harris et.al. (2003),

Payton (2003), Howking et.al. (2004), Elgin and Clapham

(2004), Dinnen et.al. (2004), Huang, Jin et.al. (2004), Ruta

(2005).

(G) Operational

consequences

Baker et.al. (1998), Hogler, Henle and Bemus (1998),

Pearce and Tuten (2001), Capelli (2001), Beamish et.al.

(2002), Klass (2002), Coppola and Myre (2002), Gardner

et.al. (2003), Chapman and Webster (2003), Memanus and

Ferguson (2003), Salgodo and Mocoso (2003), Howking

et.al. (2004), Ruel et.al. (2004), Backley et.al. (2004),

Nissen and Gates (2004), Macpherson et.al. (2004),

Vcughan and Macvican (2004), Ruta (2005).

(H) Rational

consequencesHannon et.al. (1996), Gardner et.al. (2003), Ruel et.al.

(2004), Tixiar (2004).

(I) Transformational

consequencesHannon et.al. (1996), Liff (1997) Barney and Wright

(1998), Tansley et.al. (2001), Teo et.al. (2001), Gardner

et.al. (2003) Rueal et.al. (2004), Ruta (2005).

It is interesting to note that Indian studies on e-HRM are not addressed by

researcher.

97

Moreover, Ulrish. D., Younger, J and Brockbank, W. (2008)98

had argued that

the beginning of the 21st

century, the goal of HR is creating value for

stockholders such as employees have right set of competencies: confidence in

the organization’s ability to deliver on its social responsibilities additionally; its

functions are measuring its impact on productivity, data mining and making

decisions about talent. During this period, HR is moving to talent management

and recruiting, maintaining talented people personal data and information on a

personal network through wireless. “According to Florkowski, G. Olivas-,

'Lujan, M.R. (2006) “most companies used one of the following E-HRM

technologies: HR functional applications, integrated HR suite applications,

interactive voice responses (IVR). HR intranet applications, employee self-

service, (ESS) and Manager Self-Service (MSS) portals, HR extranet

applications or HR portals”.

BondaroakRuel and Vander Hijden (2009)99

found that E-HRM use was

positively related to perceptions of general HRM effectiveness in line managers

and employees. Panye et.al. (2009)100

found that reactions to an online

performance management system were more than those to a paper version of

the same system. Marler (2009)101

argued that HR department with an

administrative orientation were more likely to have efficiency goals for E-

HRM whereas those that already function as a strategic partner to senior

management were more likely to have strategic goals. Perry and Tyson

(2011)102

studied a case study on E-HRM qualitative aspects based on

interviews with Senior HR practitioners and HR users of E-HRM, as well as

managers and employees. 70 interviews and 5 focus groups were undertaken by

researcher. He traced out goals and achievement of E-HRM goals as well as

factors affecting the realization of E-HRM goals.

Khatoon (2012)103

, based on Technology acceptance model (TAM) has studied

the operational, rational and transformational outcomes of e-HRM that will

have an effect on the attitude towards e-HRM adoption. 150 was sample size.

The target population for the study was the HR professionals of private

98

hospitals and they included the HR executives, HR coordinators, managers and

HR heads. On the basis of structured questionnaire data was collected, 6

variables were used to measure the constructs i.e. operational outcome rational

outcome, transformational outcome, perceived ease of use perceived usefulness

and external variables. It was concluded by researcher that the cost reduction,

reducing the administrative burden, reducing paperwork over the key factors

that influence the adoption of e-HRM in Indian healthcare sector. E-HRM

empowers the HR professionals to make their own decisions effectively and

improves the quality of service.

The study of Sitlani and Bhatia (2012)104

aims at analyzing the impact of

working capital decisions on the profitability of the Ranbaxy Laboratory Ltd., a

pharmaceutical firm. The impact of working capital management practices of

pharmaceutical firms, i.e. Ranbaxy Laboratory Ltd. on its profitability. Ratio

approach is adopted to know the impact. The period of study was 8 years from

2002 to 2009. Study is based on secondary data, which was collected from

annual reports. The study concludes that inventory turnover ratio was the most

important predictor for the respondent company, Ranbaxy Ltd.,

Bodhankar (2012)105

assessed bullwhip effect on marketing channels of

pharmaceuticals. It is empirical study based on primary data, collected through

questionnaire from Nagpur. The sample and sample size was 317 retailers and

32 wholesalers who involve in the distribution of the pharmaceuticals items.

The samples were collected on random basis. The period of study was 2001-

2011 (i.e. 10 years), Z and F test were used for testing formulated hypothesis.

In all 9 hypotheses were set by researcher and tested. Least square regression

coefficient method was also used for the testing the research hypotheses and

analyzing the casual relationship between the dependent and independent

variables. Indian Pharmaceutical industry, its market environments, policies of

2006-2011, and the bullwhip effect was studied and examined by the

researcher. He found out that the average variation of the demand for the Indian

Pharmaceutical industry varies between – 24 percent to +35 percent, averaging

to be equal to 5.5 percent every year ( average of last five years) and he

suggested management should immediately control the growth suppressors.

99

Pant, Chattergee and Jaroliya offer a conceptual framework of e-HRM system

implementation (2012)106

in the respect of (a) the relationship between e-HRM

systems implementations in organization and their benefits and (b) identify the

factors that moderate this relationship. They proposed that the higher the level

of e-HRM system implementation in organization, the better will be the

performance of its HRM and higher will be the strategic gains.

On the other side, “E-HRM can be implemented by organizational democracy

where the organization is applying the democracy to design the method of

process, support achieving its goals and impact community in positive” as

accorded Sachidanand R. Kulkarni (2012)107

. Also he concluded that “in

organizational democracy, most of employers and employees participate in

decision making, equally authorization in respect, opinion expressing, leader in

accomplishing objectives, and team up yields better results.

E-performance appraisal was studied by “Danialari (2013)108

focusing on

advantages, disadvantage, feedback and implementation tips. He concluded

that e-HRM be used for providing feedback and not just gathering social

information and determine the type of data based on what employees believe.

E-HRM resource management is studied by Hani and Eman (2013)109

in

respect of (1) advantages and disadvantages, (2) aligning the e-HRM system

with the business requirements, (3) factors for e-HRM successful, (4) frame

organization with e-HRM, (5) e-training, etc. size, industry and culture are the

3 factors effect on e-HRM practices use.

2.4 Gap in the earlier studies :

Above review of literature shows that there are many studies on HRM and E-

HRM practices in India and as well as in abroad. But most of the studies are

non-pharmaceutical companies and specially studies are on corporate sector.

There is not single study on pharmaceutical companies as far as Navi-mumbai

is concerned. If it is even though it is not for HR and E-HRM practices

together. Hence researcher has taken up this study for research purpose to fill

up some gap in this area to some extent.

100

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