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HRD Practices & Organization Culture in India
Anil Kumar Singh
Indian Journal of Industrial Relations
Vol. 45, No. 2 (October 2009), pp. 243-254
Stable URL: http://www.jstor.org/stable/20788263
Page Count: 12
You can always find the topics here!Topics: Indian culture, Hertzsprung Russell diagrams, Public sector, Private sector, Self realization, Cultural values, Japanese culture, Organizational culture, Economic value, Employee relations
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HR practices have been developed in the context of industrial change and economic development. Managers in the organizations would be confronted with the need to reorient culture, thinking and paradigms. HRD as a function and as a prime mover would need to focus on this changing and emerging role. There are very few evidences where values or organizational culture is directly linked to HRD practices of the organization. This study attempts to examine the effect of HRD practices on organization culture of some leading private and public sector organizations in India. The study revealed that the human resource development practices are a strong predictor of organizational culture both in private sector and public sector organizations in India. There is ample demonstration of meaningful relationship between HRD practices and organization culture.
Indian Journal of Industrial Relations © 2009 Shri Ram Centre for Industrial Relations and Human Resources