Positively correlating with the
economic transition is the
strengthening and diversification of human resource
management practices, a break away from the more traditional, though extremely
challenging fields of Personal Management and Industrial Relations.
The maturity of various industries in India has also seen a maturity
in the way the various players approach their human resource
management. One excellent example is that of BPO Industry. In the beginning it was
only meant to handle non-core activities like payroll management, etc., but
as the industry-matured it saw the entry of various players coming-up
with strategic core service support like NAD, RR&D, etc. This led to a
stronger focus on HRM.
What is happening in India today is similar to the experiences of
economically developed nations through several past decades; and will
happen in the least developed countries too in times to come. Hence it would
be prudent to talk of modern human resource practices in a more general,
i.e., global framework. Of course, contextual peculiarities will only serve
to enrich our knowledge pool.
But the first thing we need to clearboth at a conceptual and
at a terminological levelwhat we are looking for. The main task is to
find a common definition of `innovative practices', a definition that most
of us could agree upon in order to avoid conflicting interpretations or
misunderstandings, "Innovative practices are original,
exemplary, successful, adaptable, new solutions gained from experience".
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