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Changing business environments have forced organizations to redefine their strategic initiatives—mergers and acquisitions, new products and market strategies, joint ventures and strategic alliances—for superior performance. Using case studies, this book portrays the challenges that organizations face during shifting alignments and shows how they respond by redesigning internally. One of the vital components in this process is human resource management (HRM).
This volume brings together five well researched case studies of globally active multinationals that integrate theory and practise—Lafarge, world leader in cement and construction material; Renault–Nissan and Maruti Suzuki, two automobile giants; Bharat Petroleum Corporation Ltd (BPCL), one of the largest petroleum companies in India with global interests; and the Mahut Group, an Indian transnational corporation.
The book provides a theoretical framework for a better understanding of the link between organizational redesign, the role of HRM, and organizational performance. This is followed by discussions on human resource management in emerging economies like India as well as professionalized HR practices and redesign mechanisms. The conclusion discusses an emergent HR model in a hyper-competitive market in the global system.
ISBN - 9780195696493
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