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Dr. Pallab Bandyopadhyay
Dr. Pallab Bandyopadhyay
Country HR Head & Director
Country HR Head & Director
Citrix Systems
Citrix Systems
I
Indianness in HRIndianness in HR NHRD KOLKATA
19th August,2011
India
ness
India
ness
What
is it
? W
hat
is it
?
A set of critical
A set of critical values, beliefs and
values, beliefs and norms acquired by
norms acquired by employees through
employees through the process of
the process of socialization (from
socialization (from childhood to an
childhood to an adulthood at India) in
adulthood at India) in
to organizations which
to organizations which
does impact the
does impact the organizations work
organizations work culture. culture.
I
What
is C
ult
ure
?
What
is C
ult
ure
?
Culture is a blank space, a
Culture is a blank space, a
highly respected, empty pigeon
highly respected, empty pigeon
holehole.. Economists call it, “tastes” and
Economists call it, “tastes” and
leave it severely alone. Most
leave it severely alone. Most
philosophers ignore it – to their
philosophers ignore it – to their
own loss. own loss. Marxists treat it obliquely as
Marxists treat it obliquely as
ideology or superstructure.
ideology or superstructure.
Psychologists avoid it, by
Psychologists avoid it, by
concentrating on child subjects.
concentrating on child subjects.
Historians bend it any way they
Historians bend it any way they
like. like. Most believe it matters,
Most believe it matters,
especially travel agents.
especially travel agents.
Douglas M Douglas M
(1982)(1982)
What
is C
ult
ure
?
What
is C
ult
ure
?““Programming of MIND”
Programming of MIND”
Hofstede (1980)
Hofstede (1980)
I
India
nness
is
India
nness
is
centr
al t
o o
ur
life
centr
al t
o o
ur
life
It is about Indianness, the
It is about Indianness, the
cultural part of the mind
cultural part of the mind
that informs the activities
that informs the activities
and concerns of the daily
and concerns of the daily
life of a vast number of
life of a vast number of
Indians as it guides them
Indians as it guides them
throughout the journey of
throughout the journey of
life. The attitude towards
life. The attitude towards
superiors and
superiors and subordinates, the choice of
subordinates, the choice of
food conducive to health
food conducive to health
and vitality, the web of
and vitality, the web of
duties and obligations in
duties and obligations in
family life are all as much
family life are all as much
influenced by the cultural
influenced by the cultural
part of the mind as are
part of the mind as are
ideas on the proper
ideas on the proper
relationship between the
relationship between the
sexes, or on the ideal
sexes, or on the ideal
relationship with god.”
relationship with god.”
Kakkar & Kakkar (2007)
Kakkar & Kakkar (2007)
I
India
n V
S
India
n V
S
West
ern
Self
West
ern
Self
Shweder and Bourne (1984)
Shweder and Bourne (1984)
described western self as
described western self as
egocentric compared to self in
egocentric compared to self in
Indian culture as socio-centric
Indian culture as socio-centric
Marsella (1985) talked about the
Marsella (1985) talked about the
self in western culture having
self in western culture having
independence, autonomy, and
independence, autonomy, and
differentiation compared to the
differentiation compared to the
self in non- western culture
self in non- western culture
extended to a wide variety of
extended to a wide variety of
significant others
significant others Dumont (1985) defined western
Dumont (1985) defined western
concept of “self” as characterized
concept of “self” as characterized
by individualism, i.e. individual is
by individualism, i.e. individual is
of paramount value versus non –
of paramount value versus non –
western concept of “self” as
western concept of “self” as
characterized by wholism, i.e.
characterized by wholism, i.e.
society as a whole as a
society as a whole as a
paramount value.
paramount value.
I
India
n V
S
India
n V
S
West
ern
Self
West
ern
Self
Markus and Kityama (1991)
Markus and Kityama (1991)
contended that the major
contended that the major
difference is between
difference is between
independence as manifested in
independence as manifested in
an American/ European culture
an American/ European culture
as against interdependence in
as against interdependence in
Asian culture.
Asian culture. Stampson (1988) propounded
Stampson (1988) propounded
the theory of self – contained
the theory of self – contained
individualism as the major
individualism as the major
characteristics of western self
characteristics of western self
against ensembled
against ensembled individualism of non-western
individualism of non-western
self. self.
I
Hofs
tede ‘s
Hofs
tede ‘s
Fr
am
ew
ork
and it
s
Fram
ew
ork
and it
s im
pact
on H
R
impact
on H
R
pra
ctic
es
in India
pra
ctic
es
in India
High power distance discourages
High power distance discourages
employee initiative and
employee initiative and
participation, fosters
participation, fosters
unquestioning acceptance, and
unquestioning acceptance, and
hinders joint manager-
hinders joint manager-
subordinate activities such as
subordinate activities such as
joint problem solving.
joint problem solving.
High uncertainty avoidance
High uncertainty avoidance
leads to a reluctance to exercise
leads to a reluctance to exercise
autonomy, impedes the
autonomy, impedes the
acceptance of performance-based
acceptance of performance-based
pay. pay. Low individualism reduces the
Low individualism reduces the
motivational impact of task
motivational impact of task
attributes such as task identity,
attributes such as task identity,
autonomy, and job feedback, and
autonomy, and job feedback, and
is not compatible with managerial
is not compatible with managerial
approaches that emphasize only
approaches that emphasize only
task roles and rewards based on
task roles and rewards based on
individual performance.
individual performance.
Low masculinity leads to an
Low masculinity leads to an
exclusive focus on personalized
exclusive focus on personalized
relationships rather than
relationships rather than
effective or efficient performance,
effective or efficient performance,
and promotes personalized rather
and promotes personalized rather
than organizational loyalty.
than organizational loyalty.
I
Ass
oci
ati
ve V
S
Ass
oci
ati
ve V
S
Abst
ract
ive
Abst
ract
ive
Thin
king
Thin
king
Kedia and Bhagat (1988)
Kedia and Bhagat (1988)
suggested the framework of
suggested the framework of
abstractive versus associate
abstractive versus associate
thinking as a dimension for
thinking as a dimension for
characterizing a given culture.
characterizing a given culture.
According to them in associate
According to them in associate
cultures people tend to form
cultures people tend to form
association between events which
association between events which
may not have a logical basis,
may not have a logical basis,
whereas in abstractive cultures,
whereas in abstractive cultures,
cause-effect relationships are
cause-effect relationships are
more rationally based.
more rationally based. Kanungo and Jaeger (1990)
Kanungo and Jaeger (1990)
found that developing countries
found that developing countries
including India as being relatively
including India as being relatively
low on abstractive thinking and
low on abstractive thinking and
relatively high on associate
relatively high on associate
thinking. thinking.
I
Fear-
Gre
ed
Fear-
Gre
ed
Moti
vati
on
Moti
vati
on
Theory
Theory
The exchange theory in
The exchange theory in
sociology, public choice
sociology, public choice
theory of political science
theory of political science
and emerging socio-biology,
and emerging socio-biology,
all focuses on self-interest.
all focuses on self-interest.
In Indian IT industry one can
In Indian IT industry one can
see the same theme in
see the same theme in
vogue. The generalization
vogue. The generalization
done by Patten (1995) in
done by Patten (1995) in
relating greed as prime need
relating greed as prime need
for American workers from
for American workers from
their consistent behavior
their consistent behavior
pattern (asking for more
pattern (asking for more
benefits) can be compared
benefits) can be compared
with the similar behavior
with the similar behavior
manifested by IT
manifested by IT professionals in Indian
professionals in Indian
organizations
organizations
I
Herz
berg
’s
Herz
berg
’s
Moti
vato
r –
Moti
vato
r –
Hyg
iene t
heory
in
Hyg
iene t
heory
in
India
n c
onte
xt
India
n c
onte
xt
Singh (1975) found both the
Singh (1975) found both the
content (motivator) and context
content (motivator) and context
(hygiene) factors produced
(hygiene) factors produced
qualitatively similar effect on job
qualitatively similar effect on job
satisfaction. Dalal and Singh
satisfaction. Dalal and Singh
(1986), too, reported the similar
(1986), too, reported the similar
findings in their study.
findings in their study. Kanungo, (1979); Kanungo and
Kanungo, (1979); Kanungo and
Hartwick, (1987) have shown that
Hartwick, (1987) have shown that
Herzberg theory does not hold good
Herzberg theory does not hold good
for the developing countries,
for the developing countries,
because economic and social
because economic and social
security are considered more
security are considered more
important to individuals to choose
important to individuals to choose
from, than freedom and autonomy
from, than freedom and autonomy
at the work place. As a result of
at the work place. As a result of
which, the extrinsic rewards like
which, the extrinsic rewards like
pay, benefits and praise from
pay, benefits and praise from
managers also impacts individuals’
managers also impacts individuals’
performance behavior like that of
performance behavior like that of
the intrinsic rewards like autonomy,
the intrinsic rewards like autonomy,
recognition or challenging
recognition or challenging
assignments.
assignments.
I
McC
lella
nd’s
McC
lella
nd’s
M
oti
vati
on Theory
Moti
vati
on Theory
in
India
n C
onte
xt
in India
n C
onte
xt
McClelland (1975) proposed cultural
McClelland (1975) proposed cultural
framework on power was challenged
framework on power was challenged
by Sinha (1978) on conceptual ground
by Sinha (1978) on conceptual ground
for inadvertently subscribing to
for inadvertently subscribing to
western theory of social exchange.
western theory of social exchange.
Udai Pareek (1986) extended the
Udai Pareek (1986) extended the
concept of McClelland and identified
concept of McClelland and identified
six primary needs achievement,
six primary needs achievement,
affiliation, influence, control, extension
affiliation, influence, control, extension
and dependence
and dependence Gokulnathan and Mehta, 1972;
Gokulnathan and Mehta, 1972;
Mehta, 1970), Mehta (1976,1994)
Mehta, 1970), Mehta (1976,1994)
found out the need for social
found out the need for social
achievement, a need very different
achievement, a need very different
from need for achievement developed
from need for achievement developed
by McClelland and which has group
by McClelland and which has group
achievement rather than individual
achievement rather than individual
achievement as a focus. The social
achievement as a focus. The social
achievement motivated individuals
achievement motivated individuals
expressed greater concern for social
expressed greater concern for social
development and greater
development and greater
dissatisfaction with the opportunity
dissatisfaction with the opportunity
they had for influence and autonomy,
they had for influence and autonomy,
work-amenities, nature of job,
work-amenities, nature of job,
supervisory behavior and the entire
supervisory behavior and the entire
working situation on the whole.
working situation on the whole.
I
Pioneeri
ng-
Pioneeri
ng-
Moti
vati
on
Moti
vati
on
Fram
ew
ork
in
Fram
ew
ork
in
In
dia
n C
onte
xt
India
n C
onte
xt
Khandwalla (1994) said
Khandwalla (1994) said “the PI “the PI
motive may represent a need
motive may represent a need
to transform the status quo
to transform the status quo
in unique, or at least,
in unique, or at least,
uncommon ways, and may
uncommon ways, and may
often impel the person to
often impel the person to
creative, non-conformist
creative, non-conformist
behaviour”
behaviour” Khandwala further
Khandwala further
contended that
contended that PI motive may
PI motive may
be an important ingredient of
be an important ingredient of
modernity drive which is
modernity drive which is
essentially a
essentially a “choice between
“choice between
innovating, reforming,
innovating, reforming,
pioneering and creating on
pioneering and creating on
the one hand, and
the one hand, and
conforming to the status quo
conforming to the status quo
and seeking safety and
and seeking safety and
status in a scarcity-ridden,
status in a scarcity-ridden,
traditionalist, largely
traditionalist, largely
ascriptive society on the
ascriptive society on the
other.”other.”
Para
dox
of
Rew
ard
Para
dox
of
Rew
ard
dis
trib
uti
on in
dis
trib
uti
on in
In
dia
n c
onte
xt
India
n c
onte
xt
Berman et.al.1985; Murphy
Berman et.al.1985; Murphy
et.al, 1984; Pandey and Singh,
et.al, 1984; Pandey and Singh,
1989) found that socio-cultural
1989) found that socio-cultural
factors significantly impacted
factors significantly impacted
the extent to which equity
the extent to which equity
based reward distribution
based reward distribution
explained satisfaction
explained satisfaction
associated with outcome. It
associated with outcome. It
was found that Indian
was found that Indian
respondents preferred reward
respondents preferred reward
distribution more on the basis
distribution more on the basis
of needs than on merit, exactly
of needs than on merit, exactly
opposite when compared to
opposite when compared to
American respondents
American respondents
(Murphy et.al, 1984).
(Murphy et.al, 1984). This was explained by
This was explained by
another study (Berman
another study (Berman
et.al.1985) in terms of Indian
et.al.1985) in terms of Indian
cultural norms of protecting
cultural norms of protecting
the weak and needy.
the weak and needy.
Para
dox
of
Para
dox
of
Rew
ard
Rew
ard
dis
trib
uti
on in
dis
trib
uti
on in
In
dia
n c
onte
xt
India
n c
onte
xt
Rewards Saliency:
Rewards Saliency: A reward A reward
becomes salient in the minds of
becomes salient in the minds of
employees when its existence and
employees when its existence and
operative conditions are clearly and
operative conditions are clearly and
frequently communicated and,
frequently communicated and,
equally importantly, these conditions
equally importantly, these conditions
are adhered to in the administration
are adhered to in the administration
of the reward.
of the reward.
Reward Valence
Reward Valence: : The valence of a
The valence of a
reward is the degree to which
reward is the degree to which
employees prefer or value it.
employees prefer or value it.
Reward Contingency
Reward Contingency: : The reward
The reward
should also be seen by the
should also be seen by the
employees as contingent on the
employees as contingent on the
desired behavior because such a
desired behavior because such a
reward is more effective in motivating
reward is more effective in motivating
similar behavior in the future than a
similar behavior in the future than a
reward that is not contingent on that
reward that is not contingent on that
behavior.behavior.
Mendonca & Kanungo
Mendonca & Kanungo
(1994) (1994)
Full
Paper
Full
Paper
“ “ HR and Leadership
HR and Leadership Challenges for
Challenges for Businesses in India”,
Businesses in India”,
page 254-272,edited
page 254-272,edited
by Dr Debasish
by Dr Debasish Chatterjee ,
Chatterjee , Manoranjan Dhal and
Manoranjan Dhal and
TN Krishnan, published
TN Krishnan, published
by Macmillan in their
by Macmillan in their
Advance Research
Advance Research Series Publication
Series Publication
Thank
you!
And
Thank
you!
And
DH
AN
YAB
AD
DH
AN
YAB
AD
pallab,[email protected],[email protected]
[email protected]@yahoo.co.inn
[email protected]@gmail.comom
You cannot find
You cannot find solutions to problems
solutions to problems
with the same thinking
with the same thinking
that created them in
that created them in
the first place..
the first place..
I
