The Indian perspective of strategic HR roles and organizational learning capability

This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.

[1]  Lynda Gratton,et al.  Strategic human resource management: a conceptual approach , 1994 .

[2]  S. Teo.  Effectiveness of a corporate HR department in an Australian public-sector entity during commercialization and corporatization , 2002 .

[3]  C. MacNeil,et al.  Line managers: facilitators of knowledge sharing in teams , 2003 .

[4]  J. F. Courtney,et al.  A system for organizational learning using cognitive maps , 1992 .

[5]  J. Storey,et al.  STRATEGIC HUMAN RESOURCE MANAGEMENT , 2016 .

[6]  I. Cunningham,et al.  Transforming the HRM vision into reality , 1995 .

[7]  Mike Hayward.  Champions of change. , 2004, Nursing standard (Royal College of Nursing (Great Britain) : 1987).

[8]  Susan Albers Mohrman,et al.  Beyond the Vision: What Makes HR Effective? , 2000 .

[9]  D. Guest.  Human resource management and performance: a review and research agenda , 1997 .

[10]  Rajesh K. Pillania.  Leveraging Knowledge , 2005 .

[11]  K. Pajo,et al.  Move it or lose it: an examination of the evolving role of the human resource professional in New Zealand , 2000 .

[12]  Actors in the HRD Process , 1998 .

[13]  J. Burgoyne,et al.  Towards the Learning Company , 1989 .

[14]  S. Jackson,et al.  Linking Competitive Strategies with Human Resource Management Practices , 1987 .

[15]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[16]  E. Lawler,et al.  Transforming the human resource function , 1997 .

[17]  Richard Beckhard,et al.  Changing the essence : the art of creating and leading fundamental change in organizations , 2007 .

[18]  D. Borst,et al.  Human resource management. , 2001, Occupational medicine.

[19]  Patrick M. Wright,et al.  Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions , 2001 .

[20]  S. Tyagi.  The giant awakens: An interview with Professor Jagdish Bhagwati on economic reform in India , 1994 .

[21]  A. J. Strickland,et al.  Strategic Management: Concepts and Cases , 1984 .

[22]  John Storey,et al.  Human Resource Management: A Critical Text , 1994 .

[23]  R. Schuler.  Strategic human resources management: Linking the people with the strategic needs of the business☆ , 1992 .

[24]  G. Day.  The Capabilities of Market-Driven Organizations , 1994 .

[25]  J. March.  The Technology of Foolishness , 2020 .

[26]  Stephen J. Carroll,et al.  How strategic is HRM , 1995 .

[27]  Paul Edwards,et al.  High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships , 2001 .

[28]  K. Legge.  Human Resource Management: Rhetorics and Realities , 1995 .

[29]  K. R. Conner.  A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? , 1991 .

[30]  D. Ulrich.  Human Resource Champions , 1996 .

[31]  Madhukar Shukla.  Competing through knowledge : building a learning organization , 1997 .

[32]  J. Barney.  Strategic Factor Markets: Expectations, Luck, and Business Strategy , 1986 .

[33]  P. Senge.  The Leader’s New Work: Building Learning Organizations , 2003 .

[34]  Wayne Brockbank,et al.  IF HR WERE REALLY STRATEGICALLY PROACTIVE: PRESENT AND FUTURE DIRECTIONS IN HR'S CONTRIBUTION TO COMPETITIVE ADVANTAGE , 1999 .

[35]  Jason Lowther,et al.  Developments in the Management of Human Resources , 1994 .

[36]  Mark A. Huselid,et al.  Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance , 1997 .

[37]  P. Drucker.  They're not employees, they're people. , 2002, Harvard business review.

[38]  M. Jelinek.  Managing change for competitive success , 1993 .

[39]  Steven Henderson,et al.  Black swans don’t fly double loops: the limits of the learning organization? , 1997 .

[40]  Patrick M. Wright,et al.  MEASUREMENT ERROR IN RESEARCH ON THE HUMAN RESOURCES AND FIRM PERFORMANCE RELATIONSHIP: FURTHER EVIDENCE AND ANALYSIS , 2000 .

[41]  Gerald R. Ferris,et al.  Strategy and human resources management , 1992 .

[42]  M. McHugh,et al.  Organizational metamorphosis led by front line staff , 1999 .

[43]  Dave Ulrich,et al.  Human Resource Roles: Creating Value, Not Rhetoric , 1996 .

[44]  C. R. Greer,et al.  Strategic Human Resource Management: A General Managerial Approach , 2000 .

[45]  David Lei,et al.  The new learning strategy: Anytime, anything, anywhere , 1994 .

[46]  Alexander E. Ellinger,et al.  Making the Business Case for the Learning Organization Concept , 2003 .

[47]  Pat Scowen,et al.  Putting people first. , 2002, The journal of family health care.

[48]  John E. Delery.  Issues of fit in strategic human resource management: Implications for research , 1998 .

[49]  John E. Delery,et al.  Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions , 1996 .

[50]  R. Reed,et al.  Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage , 1990 .

[51]  Mary Anne Devanna,et al.  Strategic Human Resource Management , 1984 .

[52]  John C. Narver,et al.  Market Orientation and the Learning Organization , 1995 .

[53]  Ray Richardson,et al.  Editorial introduction: HRM and performance: confronting theory and reality , 2001 .

[54]  Jay J. Jamrog,et al.  Building a Strategic HR Function: Continuing the Evolution , 2004 .

[55]  Harish C. Jain,et al.  Affirmative Action in Employment for the Scheduled Castes and the Scheduled Tribes in India , 1994 .

[56]  David Ulrich,et al.  Organizational Capability: Competing from the Inside Out , 1990 .

[57]  Paul Sparrow,et al.  Evaluating levels of strategic integration and devolvement of human resource management in India , 1997 .

[58]  Lloyd Baird,et al.  Managing Two Fits of Strategic Human Resource Management , 1988 .

[59]  M. Thite.  Strategic positioning of HRM in knowledge‐based organizations , 2004 .

[60]  Keith Davis,et al.  Personnel Management and Human Resources , 2017, Introduction to Arts Management.

[61]  A. Bhandarker.  Building Corporate Transformation New HR Agenda , 2003 .

[62]  G. Huber.  Organizational Learning: The Contributing Processes and the Literatures , 1991 .

[63]  Patrick M. Wright,et al.  The impact of HR practices on the performance of business units , 2003 .

[64]  David Lei,et al.  Management practices in learning organizations , 1992 .

[65]  D. Garvin.  Building a learning organization. , 1993, Harvard business review.

[66]  Sharon K. Gibson,et al.  The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD , 2004 .

[67]  Patricia A. McLagan,et al.  Models for Excellence: The Results of the ASTD Training and Development Competency Study. , 1983 .

[68]  Cynthia S. Cycyota,et al.  The performance effects of human resource managers' and other middle managers' involvement in strategy making under different business-level strategies: the case in Hong Kong , 2001 .

[69]  Daniel A. Levinthal,et al.  ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION , 1990 .

[70]  Pawan S. Budhwar,et al.  Employment relations in India , 2003 .

[71]  P. Wright,et al.  Theoretical Perspectives for Strategic Human Resource Management , 1992 .

[72]  M. McCracken,et al.  Exploring strategic maturity in HRD – rhetoric, aspiration or reality? , 2000 .

[73]  J. Guthrie.  High-Involvement Work Practices, Turnover, and Productivity: Evidence from New Zealand , 2001 .

[74]  Patrick M. Wright,et al.  Measurement Error in Research on Human Resources and Firm Performance: Additional Data and Suggestions for Future Research , 2001 .

[75]  C. MacNeil,et al.  The supervisor as a facilitator of informal learning in work teams , 2001 .

[76]  Kuldeep Singh,et al.  Organization development : interventions and strategies , 1998 .

[77]  Hiroyuki Itami.  Mobilizing invisible assets , 1987 .

[78]  Barry A. Colbert,et al.  The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management , 2004 .

[79]  James M. Sinkula,et al.  The synergistic effect of market orientation and learning orientation on organizational performance , 1999 .

[80]  Robyn Walker,et al.  Aiming for organisational learning: consultants as agents of change , 1999 .

[81]  Amrik S. Sohal,et al.  Establishing mutual dependence between TQM and the learning organization: a multiple case study analysis , 2000 .

[82]  D. Ulrich,et al.  A new mandate for human resources. , 1998, Harvard business review.

[83]  Fernández Valdés,et al.  Towards a learning organization , 2007 .

[84]  L. Dyer,et al.  Human resource strategies and firm performance: what do we know and where do we need to go? , 1995 .

[85]  Delwyn N. Clark,et al.  Strategic management tool usage: a comparative study , 1997 .

[86]  K. Jantke.  Planning for Learning , 2020, The Power of Assessment for Learning: Twenty Years of Research and Practice in UK and US Classrooms.

[87]  A. Schmidt,et al.  Developing human resources. , 1950, Industrial medicine & surgery.

[88]  Brian E. Becker,et al.  Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link , 1996 .

[89]  J. Gupta.  THEORETICAL FRAMEWORK , 2018, The Cultic Life of Trees in the Prehistoric Aegean, Levant, Egypt and Cyprus.

[90]  F. Frost,et al.  The use of strategic tools by small and medium-sized enterprises: an Australasian study , 2003 .

[91]  J. B. Kidd,et al.  A Predictive Information System for Management , 1969 .

[92]  C. O'Reilly.  The use of information in organizational decision making: A model and some propositions. , 1983 .

[93]  Ary Ribeiro de Carvalho.  Personnel management and human resources , 1981 .

[94]  P. Wright,et al.  Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research , 2002 .

[95]  Brian E. Becker,et al.  HIGH PERFORMANCE WORK SYSTEMS AND FIRM PERFORMANCE : A SYNTHESIS OF RESEARCH AND MANAGERIAL IMPLICATIONS , 1998 .

[96]  Gregory Richards,et al.  Benchmarking the learning capability of organizations , 1997 .

[97]  Mark A. Huselid,et al.  The Impact of Human Resource Management Practices on Perceptions of Organizational Performance , 1996 .

[98]  Alexander E. Ellinger,et al.  The relationship between the learning organization concept and firms' financial performance: An empirical assessment , 2002 .

[99]  Jonathan Winterton,et al.  Does Management Development Add Value , 1997 .

[100]  Shaun Tyson,et al.  How HR knowledge contributes to organisational performance , 1999 .

[101]  John Paul Macduffie.  Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry , 1995 .

[102]  T. Huang,et al.  Are the human resource practices of effective firms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises , 2000 .

[103]  S. Hunt,et al.  Organizational Commitment: One of Many Commitments or Key Mediating Construct? , 1994 .

[104]  P. Budhwar.  Determinants of HRM Policies and Practices in India: An Empirical Study , 2000 .

[105]  Chris Brewster,et al.  Human resource management in Europe: evidence from ten countries , 1992 .

[106]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[107]  Randall S. Schuler,et al.  AT&T global business communications systems: Linking HR with business strategy , 1994 .

[108]  L. Gratton,et al.  Paying the piper: choice and constraint in changing HR functional roles , 2002 .

[109]  Susan Albers Mohrman,et al.  HR as a Strategic Partner: What Does It Take to Make It Happen? , 2003 .

[110]  J. Sinha.  Work culture in the Indian context , 1990 .

[111]  Michael G. Harvey,et al.  The changing role of the corporate HR function in global organizations of the twenty-first century , 2001 .

[112]  Casey Ichniowski,et al.  The Effects of Human Resource Management Systems on Economic Performance: An International Comparison of U.S. and Japanese Plants , 1999 .

[113]  David Megginson,et al.  Human Resource Development , 1993 .

[114]  J. A. Mello.  Strategic Human Resource Management , 2001 .

[115]  R. Kaplan,et al.  Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II , 2001 .

[116]  J. S. Sodhi,et al.  EMERGING TRENDS IN INDUSTRIAL RELATIONS AND HUMAN RESOURCE MANAGEMENT IN INDIAN INDUSTRY , 1994 .

[117]  H. Mitsuhashi,et al.  Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China , 2000 .

[118]  P. Senge.  The fifth discipline : the art and practice of the learning organization/ Peter M. Senge , 1991 .

[119]  M. Crossan.  The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation , 1996 .

[120]  Tanuja Agarwala.  Innovative human resource practices and organizational commitment: an empirical investigation , 2003 .

[121]  R. Grant,et al.  A KNOWLEDGE-BASED THEORY OF INTER-FIRM COLLABORATION. , 1995 .

[122]  I. Nonaka.  A Dynamic Theory of Organizational Knowledge Creation , 1994 .

[123]  Lyle Yorks,et al.  Strategic Human Resource Development , 2004 .

[124]  J. L. Naman,et al.  Entrepreneurship and the concept of fit: A model and empirical tests , 1993 .

[125]  E. Nevis,et al.  Understanding Organizations as Learning Systems , 1995 .

[126]  Patrick M. Wright,et al.  Theoretical and Empirical Challenges in Studying: The HR Practice - Firm Performance Relationship , 2000 .

[127]  Kuldeep Singh.  The effect of human resources practices on firm performance in India , 2003 .

[128]  Ellen M. Whitener,et al.  Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling , 2001 .

[129]  Derek Torrington,et al.  Letting go or holding on ‐ the devolution of operational personnel activities , 1998 .

[130]  C. Lengnick-Hall,et al.  Strategic Human Resources Management: A Review of the Literature and a Proposed Typology , 1988 .

[131]  J. Grieves,et al.  Living in the shadow of OD: HRD and the search for identity , 1999 .

[132]  Chris Carter,et al.  Investigating knowledge management , 2001 .

[133]  George Alexander Boyne,et al.  Human resource management in the Indian public and private sectors: an empirical comparison , 2004 .

[134]  J. Barney,et al.  On becoming a strategic partner: The role of human resources in gaining competitive advantage , 1998 .

[135]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.

[136]  Ronald L. Jacobs.  Impressions about the learning organization: Looking to see what is behind the curtain , 1995 .

[137]  Mary Ann Von Glinow,et al.  Organizational learning capability , 1999 .

[138]  J. Gupta,et al.  Comparative performance appraisal practices and management values among foreign and domestic firms in India , 2000 .

[139]  G. Rao.  Human resource development , 2018, Human Resource Management.

[140]  K. Bhal.  Perceived Role of Human Resource Management in Indian Organizations: An Empirical Study 1 , 2002 .

[141]  T. Keenoy.  HRM as hologram: a polemic , 1999 .

[142]  Natasa Rupcic,et al.  The fifth discipline-the art and practice of the learning organisation , 2002 .

[143]  A. Wilkinson,et al.  People Management and Development: Human Resource Management at Work , 2002 .

[144]  Chris Brewster,et al.  Responsibility in Human Resource Management: The Role of the Line , 2000 .

[145]  J. Pfeffer.  Competitive Advantage Through People , 1994 .

[146]  Dorothy Leonard-Barton,et al.  The Factory as a Learning Laboratory , 2000 .

[147]  Randall S. Schuler,et al.  Gaining competitive advantage through human resource management practices , 1984 .

[148]  M. Ahluwalia.  India's quiet economic revolution☆ , 1994 .

[149]  Robert P. Bostrom,et al.  Managerial coaching behaviors in learning organizations , 1999 .

[150]  Michael Beer,et al.  The transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role , 1997 .

[151]  H. Rainbird,et al.  The Future of Work in the Public Sector: Learning and Workplace Inequality. Working Paper. , 1999 .

[152]  Mark A. Huselid.  The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[153]  Paul Iles,et al.  Managing learning climates in a financial services organisation , 2002 .

[154]  G. Krogh,et al.  Knowing in Firms: Understanding, Managing, and Measuring Knowledge , 1999 .

[155]  Chris Hendry,et al.  The Forces that Trigger Training , 1988 .

[156]  Stephen Gourlay,et al.  Knowledge management and HRM , 1999 .

[157]  Naresh Khatri,et al.  A comparative study of HR practices in Britain and India , 2001 .

[158]  Jeffrey B. Arthur,et al.  Effects of human resource systems on manufacturing performance and turnover , 1994 .

[159]  James W. Walker,et al.  Human Resource Strategy , 1992 .

[160]  G. W. Bradley.  Self-serving biases in the attribution process: A reexamination of the fact or fiction question. , 1978 .

[161]  Jyotsna Bhatnagar,et al.  HR Service Role Imperative for Knowledge Workers , 2003 .

[162]  Vasudevan Ramanujam,et al.  Between a dream and a nightmare: On the integration of the human resource management and strategic business planning processes , 1985 .

[163]  Kuldeep Singh,et al.  Strategic HR orientation and firm performance in India , 2003 .

[164]  Pawan Budhwar,et al.  Doing Business in India , 2001 .

[165]  Robert C. Ford,et al.  Questions and Answers about Fun at Work , 2003 .

[166]  Catherine Truss,et al.  Complexities and Controversies in Linking HRM with Organizational Outcomes , 2001 .

[167]  A. Pavlovskaya,et al.  The effect of human resource management practices on firm performance in Russia , 2000 .

[168]  M. B. Lee,et al.  Business Strategy, Participative Human Resource Management and Organizational Performance: The Case of South Korea , 1996 .

[169]  G. Currie,et al.  Human resource management and knowledge management: enhancing knowledge sharing in a pharmaceutical company , 2003 .

[170]  J. W. Walker,et al.  Developing Human Resource Leaders , 2000 .

[171]  M. Marquardt,et al.  The global learning organization , 1993 .

[172]  How Do Indian Organizations Meet Learning Challenges? , 1993 .

[173]  Ellen Ernst Kossek,et al.  Managing Human Resources in the 21st Century: From Core Concepts to Strategic Choice , 1999 .