newer paradigms in human resource management and

Jharkhand Journal of Development and Management StudiesXISS, Ranchi, Vol. 19, No. 2, April-June 2021, pp. 8723-8736

NEWER PARADIGMS IN HUMAN RESOURCEMANAGEMENT AND PRODUCTIVITY

Rakesh Dixit1 and Shyamal Gomes2

Business organizations around the world have been changingrapidly in the line of dynamic customers’ requirements and it hascompelled organizations to show consistency with changing trends.In the context of changing trends, it is quite important for anybusiness organization to keep pace with changing face of HRM interms of hire and fire policy, leadership, team building, emotionalintelligence, employee engagement, employee relations, SMARTgoals, motivational factors, workforce diversity, re-engineeringwork processes for better productivity, internal communicationpractices, and resource management. Today, the role of an HRmanager is versatile and must be parallel with the changing needof the business organization in order to make it more adaptable,flexible enough to change directions, and to become a customer–centred. This needs a thorough understanding of new trends sothat the HRM functions of planning, organizing, leading andcontrolling can be synchronized with the overall productivity of thefirm. Therefore, the purpose of this article is to establish a linkagebetween newer paradigms of Human Resource Management (HRM)and productivity in business organization. Besides, the paper alsotries to cover the role of HRM in providing a higher level ofcompetency to the organization through channelizing thecompetency of employees and ensuring that the right man is in theright place at the right time. Finally, the paper reinforces the opinionand findings of many professionals and scholars, who advocate theargument that human resource requires more attention and carefulmanagement than any other resources of an organization.

Keywords : Changing trend, employee competency, versatile HR,Productivity, SMART goals

Introduction

The trends of management research have always been a matterof great interest from the perspectives of scholar and professionals. Theidentification of trends not only helps in understanding the currentmarket scenario but also helps in developing a better understanding offuture changes that need to be managed successfully in order to succeed.In an article published by Forbes, the contemporary trends for 2016were identified and discussed. The article covers a series of management-

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1 Ph.D Research Scholar of IFCAI University and faculty St. Xavier's College(vocational), Ranchi

2 Professor of Human Resource Management, Xavier Institute of Social Service,Ranchi

8724 Dixit and Gomes

related predictions that are based on research published by TINY pulse.The findings of that research were based on the responses of a surveythat was conducted with the help of 400,000 management people andemployees over the past few years (Lipman, 2016).

Today, there are many dynamic things that are new even in theconsideration in the area of HRM and Personnel Management. In humanresource management, the concept of management totally changes i.e.preciously or contemporarily requirement procedure. It is taken care ofthat requirement of personnel means is the service of the company andwhatever job may be intended to him or her. He/she will be bound toconduct the job. So the policy of hire and fire is introduced by themanagement is not taken off working regularly for any particular person.The major lack of this policy is personnel are not taken into the care ofthe human resource for the company. Due to this global changes USA,England, Germany, Czechoslovakia and Eastern Europe has found thatdespite the recruitment of best-talented persons, productivity notgenerated up to the mark. So, modern management researchersdesigned their own research framework of employee satisfaction anddelivery systems. They have observed that primarily there is no negativesense in their working approach, they are willing to take newresponsibility with new avenue, but they need continuous support fromthe top management. Researchers found out that developmentrequirements of human resources like training and developmentprogramme, employee orientation with quality management, identifyingcompetence through competency mapping, etc., are not the cost to thecompany but the investment for the company. So, in different timessocial researchers define the current human resource managementpractices, especially the initiative of deployment and employeeengagement programmes. Ultimately the investment of any learningorganization and they have prepared long term proposal in the field ofhuman resource development.

Review of Literature

Globalization forces HR practitioners to add value by transformingand integrating HR throughout the organization as a core businessprocess (Chambers, 2013). Worldwide there is a gradual rise of theproblem of unemployment, as there is a surplus of labour exceeding theneeds for the economy (Kotulic). To succeed in this new economy, it isessential to have knowledge of other cultures including corporatecultures. At the beginning of 21st century, cultural values make animpact on the types of organizations that emerge, behavior that takesplace in them, ways and directions they change and the techniques tomanage them (Francesco & Gold, 2005). Cultural differences across

Newer Paradigms in Human Resource Management and Productivity 8725

international borders create management problems for global HRmanagers and require the alignment of HR practices with the leadershipsupport. Talent management has become one of the most prevalenttopics in the field of people management and development for workersand researchers alike (Collings, 2014).

In their research entitled ‘Human Resource ManagementPractices and Organizational Performance: An Indian Perspective,’Sangeeta Trehan and Karan Setia (2014) gave a better understandingof the role of human resource practices in creating and sustainingorganizational performance, specifically in the Indian context. Theydiscussed a framework that indicates how external and internal factorsaffect HRM practices which in turn generate core benefits for theorganization and ultimately lead to overall corporate performance. Aftera comprehensive literature review they highlight three set of HR practicesthat would support a healthy an innovation – oriented HR system.They are: (1) training focused, (2) performance based reward, and (3) team development.

Christiana and Mahalakshmi (2012) in their research paperentitled ‘Influence Of Employee Perception Towards Human ResourcePractices And Organizational Support On Their Citizenship BehaviorIn Private sector banks - An Indian Perspective’ clearly studied whetherthe HR practices like performance appraisal, training and careerdevelopment in the private sector banks are positively associated toorganizational commitment of employees which help them to becomeresponsible organizational citizens.

Jain and Premkumar (2010) in their article on ‘Managementstyles, Productivity and Adaptability of Human Resource: An Empiricalstudy’ explained the relationship between management styles andproductivity of human resources. This study explained the extent towhich management style are practiced in Indian organizations acrosspublic sector and private sector enterprises. The author had measuredthe impact of management style on HR productivity and HR adaptability.This study is exploratory in nature. He had collected primary datathrough administering the relevant questionnaires to three hundredexecutives belonging to both public and private sectors. This study comesto the conclusion that both productivity and adaptability of the humanresources were found to have positive correlation with the overallorganizational climate.

Considering the above scenario and reviewing various literature,it is evident that in the fast changing era and quick decision makingsystem, the role of HR in the organization must be align with

organizational goals. This can be achieved through best HR practiceslike participatory work culture (Team), continuous learning anddevelopment (Training) and performance based reward and recognition(Engagement Reward). To cater this challenging issues and to ensurethe workers efficiency towards business goals, it is first required tounderstand the level of employee engagement/ participation and presentHR practices of corporate sectors. It is only after analyzing theparticipation level of entire HR fraternity; alternative strategies can bedeveloped and explored. So the current study is quite exciting, relevantand exigency.

Objectives of the study

The main objective of the present study is to understand andexplore the various HR issues of Indian private and public companiesunder the realm of smart HRM like hire & fire policy, transformationalleadership, team building, emotional intelligence, emotional quotient,employee relationship management, SMART goals, motivating factors,communication, workforce diversity and re-engineering work pressuresfor better productivity.

Methodology

The paper is informative in nature and based on secondary datacollected through various sources and as such no statistical data havebeen used. Neither the conclusions are based upon statistical analysis.The authors’ professional as well as personal feelings about HR trendand practices are depicted in this paper.

Findings and Discussion

Hire and Fire Policy

Human resource is the most valuable resource for the company.The policy of hire and fire as used by the company due to thecontemporary research is not available in the many companies like,IBM, RELIANCE, TATA, HINDALCO. In view of this many researchershave changed their objective from philosophical to practical or output-based. The company has to go with these research objectives for themaximum output practicing management policy in requirement andobviously they will find out the good result of this new changedperspective. The recovery of the job market and the decliningunemployment rate will be characterized by a new attrition risk. Thisnew attrition risk would emphasize the ‘middle of the pack’ employees,who are neither strongly engaged nor terribly disengaged (Chatterjee


& Sahasranamam, 2014). The low level of commitment from ‘middle ofthe pack’ employees may trigger the pace of drifting them away as areasonable scenario. Leadership

In the 2nd system of human resource management leadership isalso considered as the basis of development. In the contemporarilyresearch the leadership as autocratic or it may be turned as collegialleadership. In this approach, it is very difficult to consider autocraticleadership for all the process e.g. army and other arm people willing inthe autocratic style of functioning whereas this type of functioning alwaysdoes not provide productivity. In these types of failing case managementresearchers try to develop different model of leadership approaches like,pace-setting, etc. In the pace-setting types of leadership, the leader hasfollowed the faith of the operation firstly and secondly they try to coveran operational system themselves. So the motivated followers willautomatically search for the optimum results and sometimes excellentresults. This is a change of leadership approach as developed bymanagement researchers with a qualitative research questionnairedesign.

In the 3rd objective of human resource management leadswith coaching in a contemporary research change is define asdirect tips and no question should be asked over the decision of coaching.So it is only one side direction provide to deliver the optimum result.The strain in a relationship approach does not consider for coachingsystem. This area is totally neglected in the modern research approach,the coaching is converted to mentoring which mean the subject isconsidered for relationship approach day to day life is also consideredfor delivering of their result so whenever mentoring takes place withinthe organization firstly and secondly good result, and it is possible dueto the modern management reports regarding coaching and its relatedmatters.

It has already been discussed in the above section that Millennialis likely to be the dominant group at the workplace and thiswould subsequently change the leadership. This implies thatbaby boomers will retire and supervisory position will be filledby younger employees and management practices are likely to gotowards a more collaborative and less hierarchical structure. A leaderdoes not only hold a significant position in organizations but alsocommands the future direction of the firm. This is because; they act asa vital link among various levels of management including operational,tactical and strategic. It is the responsibility of a leader to make an


organization prepared for changing trends through adopting a changemanagement process.

Therefore, the effective and efficient leaders demonstrate theirskills in implementing necessary changes with ease. It has beensuggested by many of the studies that employees endure transitionunder influential leadership, where they rely on and look up to theirleaders. It is worth pointing here that change is not just an organizationalprocess, but also an individual activity, which requires each employeeto switch on a new working style and responsibilities. During this phaseof change management, a leader helps them in developing trust andfaith among the team members and across the organization so thatthey become capable enough to take up the challenges and attain success(Boonstra, 2012). Despite the major role of leadership in team buildingand successful change management, the role of leadership must beestimated optimally and not overly. This is because; various other factorsare also important for successful change and they have been discussedin the below sections.

Team Building

This is also an important factor of human resource developmentand productivity management. It is also not unknown that withouta team activity, nowhere at this present context possible to achievethe goals, on time. A pace-setting leader can divide every team withdelegate their power in two parts in one part the member of the teamdiligently working with the farm work of the team managementand also appointed a particular authoritative person to deliver theresults; this is a contemporary approach in team building. Where as inthe modern management research every member of a unit is beingtreated as a team. So every person takes care of certain responsibly of ateam and tries to fulfill the objective of the team in its own judgmentalsystem. This converts the authority, decision into a unit wise deliveringsystem and fill of the team working over the certain goals in thedivision of peace-mill operation and at last all the operation taken arebroader approach. It is evident that very soon millennial are going tojoin the workforce around the globe and as a logical sequence they wouldhave “majority influence on company culture”. The change in natureand composition of workforce is more likely to change the workplaceculture in terms of collaboration to social responsibility and work-lifeintegration. Millennial generations are different from their previousone as they have grown-up in the most advanced society with regard totechnological advancement and change in communication practice andmodes. This would be characterized by encouragement of a virtual teamfrom different locations of the world. It would be quite challenging to


manage a virtual team, as people are from different socio-economicculture and they may not be equally comfortable and open to combinetheir best.

Emotional Intelligence

In the next matter in human resource management is emotionalintelligence plays a vital role in delivering productivity. Emotionalintelligence means own understanding of the emotion in one or others.This is a very crucial factor for delivering results. Emotional intelligenceis a very modern concept in the delivery with people and problem in away which reduces anger and improves the culture of hospitality. Italso develops positive effects and enhances life balance for producingcreative energy. So it is a very modern concept develop through modernmanagement research. However, the changing HRM trend has madeit imperative for a business organization to combine the benefits ofemotional intelligence with cultural intelligence.

It has been argued by many researchers that the termsand attributes of cultural and emotional intelligence are interrelatedand interdependent. This is because cultural intelligence picks upwhere emotional intelligence leaves. It has already been observedthat elements of emotional intelligence are associated with one’sself-awareness and what makes one human being different fromanother one (Gerry, Lynn, Jenny & Jean, 2012). However, the sameelements of self-awareness cannot be applied to cultural intelligence.The concept of cultural intelligence does not only require awareness ofone’s own self but also requires understanding the ability and skills ofevery individual in the light of his/her cultural background. This canbe understood with the help of an example, for an American the meritof an idea can be equated with the merit of the persons, however, thesame may not be true in many South Asian nations such as China andIndia. In this context, the major focus on cultural intelligence can beassociated with the ability or propensity of suspending judgment or tothink before act.

Emotional Quotient

Various emotional factors are mix together to develop emotionalquotient factor i.e. relationship with peers as well as relationship withfriends or colleagues mix together to develop a strong emotional quotient.So for every employee these emotional quotients are different.Researchers combine these factors and approach each and everyemployee with this. Ultimately perfect EQ deliver perfect results andproductivity.


Fig. 1. Emotional Quotient Factors

In Fig. 1 the A Factor-As the emotional quotient factor isincreasing, productivity of the personal is increasing. In the B Factor-As the emotional quotient factor is high from the beginning, morevolumes productivity are achieved from the beginning.

Employee Relationship Management

In the contemporary research on this subject is totally absent inconsidering human productivity. So these types of human resourcepractices not at all stand whole in the contemporary research butthrough the evolution of different management techniques. It is verymuch clear that this subject is very essential in this concept developmentof human productivity. Large multinational organizations define as afamily and try to give all the familiar touch at the workplace. It shouldbe noted here that 87% of the companies around the world consider“culture and engagement” as their top priorities and their focus is mostlikely to remain the same in coming years (Lipman, 2016). The focuson “culture and engagement” tends to bring the most crucial factors fororganizational success that is committed to employees to make a positivechange. It is worth pointing here that approximately 70% of theorganizations around the globe face the problem of disengaged employeethat may negatively affect the overall organizational productivity andcompetency.

The world is different today than it was two years ago. COVID-19(Corona Virus) has swept across our work life and social life and people

A

Productivity B


continue to experience disruption in their workplaces and homes. Theglobal pandemic has forced business to make drastic changes to theworkplace. Many organizations moved their entire workforces totemporary remote work and virtual/telecommuting. As a result, acomplete disruption has been taking place to the employee / workersmotivational level. HR leaders/professionals are bit confused and stressedtoo about their employee relations and also employee engagementprogrammes. But the new trend of HR showed the ways like HRdigitization, employee engagement survey & employee listening, one-on-one conversations, online/virtual training, online reward andappreciation, participation in online community awareness aboutappropriate COVID behaviour etc. The primary objectives are 1) tocreate a sense of new normalcy; 2) to ensure employees feel & emotionsvalued, heard and engaged; 3) to engage employees in data-drivendecision making; 4) to highlights organizational strengths to leverageand challenges to address, and 5) to create a culture that navigateschange and provide guidance for long-run success.

SMART Goals

A SMART goal is another factor of human resource management.SMART goals are defined as in a contemporary research goal are setup by administration and management. Without consulting labourgroup they are totally absent of what resources are with the companyand how the company is going to implement in the benefit of theorganization. In modern researches defines the goal as smart whichmeans goals must be scientific major able, achievable, realistic andmostly best upon this modern practice administrating managementcall the grate union body and ask regarding the setting of goals timely.If the setting of goals is within the reach of employee rewards similarlyto an administration and management trade body considering the goalshas taken into management. The resources are available to goals andwhat way the company will support this operation. So a very realisticfigure taken care of the purpose of scent/per cent achievable deliversapproach.

It is important for the business organization to set specific goalsfor employees so that they can see an opportunity to grow once the goalis attained. Many of the researches have suggested that lack ofprofessional development opportunity is one of the growing causes ofhigh turnover (Chatterjee & Sahasranamam, 2014). In this context, itis important for business organization and management people toaddress the concern and give them a purpose of existence. Themanagement function needs to understand this dimension and mustexplore the ways to minimize the intensity of these motivation killers.


Motivation Factor

Motivation is considered as an organizational approach for moreproductivity generating. It is also one of the most important factors inhuman resource management. In the contemporary research differentscholars provides various theories of motivation which are mainly groupbased approach. But modern motivational theories such as HygieneTwo factors motivational theory & Abraham Maslow’s Need Hierarchytheory of motivation etc. are individual based and more appropriate atthe present context because individual motivational theories and itsresults are different to group motivational theories and results. Theindividual motivational theories or modern research models are self-motivated. If an employee in the organization is motivated surely he/she will motivate others in the organizational performance andgenerate better productivity to achieve the SMART goals of theorganization. Term of self-motivation is regard with energetic positionto have the adequate knowledge regarding this subject, and it can buildup a dedicated works team. So that, any member of that team canindependently accept and adjust in regards to different types of situation. Moreover, they will be capable enough to face the situation also deliverimportant tools for considering & assigned over the critical situation.Quality Circle and Self Directed Team are the important examples ofself-motivational team. Today, many Six Sigma organizations arepracticing these things as a tool for better human resource developmentand employee engagement.

Workforce Diversity

The workforce diversity in a national or international organizationis changing over the years. Different castes, creed, religion and racesare working together for a common objective. Employee demand likeequal pay for equal works, equal benefits and just in time practiceshave already merged and somewhere it is already been met.

EQUALITY

Pay

Factor

Different Age Factor

Flexible Work

Climate Factor

Gender Factor

Fig. 2. Workforce Equality factors


Here the HRM must take a wider and challenging role. Whilegiving equal support and benefits and accepting their suggestions/ideasfor better improvement in quality and productivity HRM must be awareof the age and sex differences. Their work-age-balance is very importantto challenge to HR professionals. By using Kaizen (continuousimprovement) concept, the organization trying to keep a participativeapproach seems to better output. Therefore, managing multinationalsor diversified workforce effectively and efficiently a new trained to HRprofessionals, now.

Re-engineering work processes for better productivity

Because of the blessings of TQM (Total Quality Management)most of the companies are practising or implementing continuousimprovement initiatives. Kaizen is not an option but a compulsion forthem. But to achieve continuous growth and development, incrementalor continual change is also important. Re-engineering occurs when 75-80 per cent of the work processes in an organization are evaluated andaltered. Reengineering requires organizational members must rethinkwhat work should be done, how it is to be done and how to implementright decisions. Reengineering a process that changes how organizationslistening to their customer requirements and set the design specificationsaccordingly. Say for example, from physical work to work from home iscompletely HR process re-engineering. This directly affects the employeesand HRD professionals in the context of deployment because re-engineering may leave employee frustrated, angry and unsure of whatto expect. Reengineering may enable the company to achieve two thingssimultaneously: a challenging but healthy working relationship withits employees where productivity is the main criteria and developingthe manufacturing processes up to international standards. Here theprinciple is to increase profits by increasing productivity rather thanthe investment in fixed costs. Therefore, HRD / HRM must developsuch kind of mechanism, so that the people can accept new challengesand able to adjust to the new environment by obtaining proper learningand development or skill training to generate the benefits of processreengineering.

Communication

In the organizational perspective communication means thetransfer of learning, subject, idea, fact & figures in the encrypted formto an objective; ascertain result at the receivable end after decoding theimperfect message. In the contemporary research, ‘communication’ isdriven from lower to upper & upper to lower. We can say thatcommunication is travel horizontally & vertically both. But in the


modern research form the communication is drive throughout theorganization profile to its cross manpower as per the recruitment of theorganization in the contemporary form are also consider on triflingmessages, on the other hand in the modern research formcommunication means the message communicate for delivery somethingand it has formal systems. So there is a vast difference exists in thecommunicative matter encrypted message to open message linetravailing to cress cross message converted into informal to the formal.When it is applied in corporate profile the communication factor doesnot arise in this way. These types of miss-communication andmisrepresentation are present whereas today it is very negligible.

Resource Management

In the modern business prospective resource management occupied thekey factor of success. Every organization have its own limitation hasresource generation as in management form. So resources are veryprecious things from a managerial perspective. It is divided into twotypes: (i) Physical resources & (ii) Intellectual resources. The physicalresources may include hardware & software. But in the intellectualresources, copy-write are considering in actively as per theorganizational profile and management objective of intellectual resourcesare very different in natures because after training & developmenthuman changes their attitudes and also change their prospective theirchanging system their working this types of resources also required forthe future development for the organization in the concern resourcesfrom the subject are not concussed, so most important in the managementperspective. However, the contemporary researchers do not understandthe importance of this research So they are not advised for any changeeither and requirement of manpower and retreatment of their manpower,both the time as there turnover of manpower within the organization isdifferent as per the management research. Manpower which has hiredcertain performance task without full filling the task are turn out thecompany of organization. Therefore, new management intact is requiredin regards to resource management. So modern conduct in affords canconsider this area as grave areas in research. The management itsinclude different mechanism to retain, entrustment of new response, different of new motivational factors, develop the new task force,safeguard dealing with the intellectual property right and also for thesatisfaction in a different angle of the employee. In this regard humanresource management also occupied knowledge management in theprospective system and it may also create different database for theorganization.


Conclusion and Recommendations

Today the best in class organizations like, WIPRO, GE, Motorola,Samsung Tata Steel, Maruti Suzuki India Limited and many more aretrying to develop the work climate in such a way so that the internalcustomers (the employees) can give their 100% in their efficiency andproductivity. In this context the organizations are very particular bycreating the right work life balance and encouraging their employeesto work in the industry not by pressure or as a routine task or consideras a burden but by pleasure and continuously develop a sense ofownership or belongingness. Today’s millennials all very close to socialmedia. HR leaders can quantify social media by HR to organize theirproductive activities in a much more organized manner and faster, inthe organization. Only they have to concentrate on new paradigms ortrends that affect people more and create a team relationship with oneanother. Since HR is the bridge between employees and management;it is an organizational responsibility to develop HR strategies in a verytransparent and participatory manner (employee friendly) so that theymeet jointly the organizational goals & business objectives in the longrun. Moreover, competent HR professionals should create a digitizationof HR as HRD climate in the organization so that every employee iscommunicated on time and everyone can share their opinions/thoughts/ suggestions and proudly consider themselves as a partner of theorganization. Therefore, today’s HR needs to be the employee friendlywhich we can also be focused on ‘employee branding. This can relatesto employee engagement, performance management, talent acquisitionto talent management, employee happiness, employee careerdevelopment and finally the stakeholder interests as a whole. Actually,the new trend of HRM ultimately an early warning or signal for theemployees as well as the management so that everyone can follow theright industrial relations and work efficiently and productively to delighttheir customers (internal & external). (For this, the HR leaders/managers need to foster innovation or quality, generate the right policiesand strategies, and create a culture of company-wide collaboration sothat everyone can handle internal conflicts by their own and ensureemployee participation in the strategic decision-making process.)

However, in order to attain best HR processes on sustained basis,the following measures may be considered to ensure better employeeparticipation / engagement and overall productivity:

1) Framing a SMART ( Systematic, Manageable, Accountable,Resource based and Transparent) HRM Policy and Strategy;

2) Employee Engagement Programmes based on felt-needs ofEmployees;


3) Need for greater interaction and synergy in competencymapping, learning & development, employee reward systemin every level.

4) A certain percentage of profit (5-10%) of net profit should beinvested by both public and private companies for employeewellbeing and family happiness.

5) Appointment of an expert and independent auditing committee(Corporate HR, academia and expert from professionalorganizations) to measure, monitor, evaluate the impact ofNew Paradigms in HRM & Productivity.

Finally, worldwide business organizations are under mountingpressure by their stakeholders not only for performing business in amore ethical manner but also setting a benchmark in ongoing changingenvironment. Therefore, a continuous research is required for casedevelopment and other statistical analysis in future.

REFERENCES

Boonstra, J. J. (2012). Cultural change and leadership in organizations: A practicalguide to successful organizational change. New York: John Wiley & Sons.

Chambers, M. S. (2013). An exploration into the challenges facing practitioners ofinternational human resource management: A literature review.International Journal of Business and Social Sciences, 4, 21-27

Christiana, V. J., & Mahalakshmi, M. V. (2012). Influence of employee perceptiontowards human resource practices and organizational support on theircitizenship behaviour in private sector banks-An Indian perspective. ZENITHInternational Journal of Multidisciplinary Research, 2 (10), 13-25.

Chatterjee, B., & Sahasranamam, S. (2014). Trends in innovation managementresearch in India – an analysis of publications for the period 1991–2013.Current Science, 107(11), 1800-1805.

Collings, D. G. (2014). Toward mature talent management. Human ResourceDevelopment Quarterly, 25, 301-319.

Gerry, B., Lynn, M., Jenny, P., & Jean, W. (2012). Longitudinal study of emotionalintelligence, leadership, and caring in undergraduate nursing students.Journal of Nursing Education, 51(2), pp.95-101.

Jain, R., & Premkumar, R. (2010). Management styles, productivity and adaptabilityof human resource: An empirical study. Indian Journal of IndustrialRelations, 46(2), 328-344.

Lipman, V. (2016). Key management trends for 2016. Retrieved from https://www.forbes.com/sites/victorlipman/2016/01/01/key-management-trends-for-2016-here-are-6-research-based-predictions/#748d84387de4

Trehan, S., & Setia, K. (2014). Human resource management practices andorganizational performance: An Indian perspective. Global Journal of Financeand Management, 6(8), 789-796.


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