844 research outputs found
Response Books; Sage Publications New Delhi, India; Thousand Oaks, Calif
No full textIntroduction / Mohan Thite and Bob Russell -- An overview of the Indian contact centre industry / Catriona Wallace -- Human resource management in Indian call centres/business process outsourcing / Mohan Thite and Bob Russell -- Work processes and emerging problems in Indian call centres / Pawan Budhwar, Neeru Malhotra and Virender Singh -- Transnationalism in Indian call centres / Kiran Mirchandani -- A practitioner's perspective on the Indian info-services industry / Nandita Gurjar -- Union formation in Indian call centres / Phil Taylor ... [et al.] -- Outsourcing careers : western theories in an Indian context / Laurie Cohen, Amal El-Sawad and John Arnold -- Employment systems in call centres in the United States and India / Rosemary Batt, Virginia Doellgast and Hyunji Kwon -- Managing work and employment in Australian and Indian call centres / Bob Russell and Mohan Thite -- Strategic human resource management in outsourced call centres in India and Canada / Wendy Carroll and Terry Wagar
e-HRM: Digital Approaches, Directions & Applications
No full textAs with other parts of business, technology is having a profound effect on the world of work and management of human resources. Technology is a key enabler for faster, cheaper and better delivery of HR services and in some cases can have a transformational as well as unintended negative effect.
Designed for the digital era, e-HRM is one of the first textbooks on these developments. It incorporates the most current and important HR technology related topics in four distinct parts under one umbrella, written by leading scholars and practitioners drawn from across the world. All the chapters have a uniform structure and pay equal attention to theory and practice with an applied focus. Learning resources of the book include chapter-wide learning objectives, case studies, debates on related burning issues, and the companion website includes lecture slides and a question bank.No Full Tex
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats
No full textPurpose
Despite ongoing reports of insider-driven leakage of confidential data, both academic scholars and practitioners tend to focus on external threats and favour information technology (IT)-centric solutions to secure and strengthen their information security ecosystem. Unfortunately, they pay little attention to human resource management (HRM) solutions. This paper aims to address this gap and proposes an actionable human resource (HR)-centric and artificial intelligence (AI)-driven framework.
Design/methodology/approach
The paper highlights the dangers posed by insider threats and presents key findings from a Leximancer-based analysis of a rapid literature review on the role, nature and contribution of HRM for information security, especially in addressing insider threats. The study also discusses the limitations of these solutions and proposes an HR-in-the-loop model, driven by AI and machine learning to mitigate these limitations.
Findings
The paper argues that AI promises to offer many HRM-centric opportunities to fortify the information security architecture if used strategically and intelligently. The HR-in-the-loop model can ensure that the human factors are considered when designing information security solutions. By combining AI and machine learning with human expertise, this model can provide an effective and comprehensive approach to addressing insider threats.
Originality/value
The paper fills the research gap on the critical role of HR in securing and strengthening information security. It makes further contribution in identifying the limitations of HRM solutions in info security and how AI and machine learning can be leveraged to address these limitations to some extent.No Full Tex
Soft systems thinking approach to e-HRM project management
No full textOrganisations spend enormous amount of money, time and effort to leverage technology to deliver faster, cheaper and better HR services; however, the majority of IT projects fail to finish on time, within budget and satisfy users. This is primarily due to a lack of systems perspective and soft skills. This chapter highlights the critical importance of the systems thinking approach, the systems development life cycle and the quality management framework underpinned by the people capability maturity model. The accompanying case study provides further evidence of how non-technical factors can contribute to project success.Full Tex
services multinationals in China
No full textEmerging market multinational corporations (MNCs) are coming under increasing scrutiny for their international performance. While the success of Indian IT multinationals in the West has been extensively researched and reported, there is a lack of research on their relative failure in China. The rise of economic nationalism and the COVID-19 pandemic pose challenges for the mobility of professionals and the global talent management (GTM) strategy of MNCs. Through in-depth interviews with senior managers from four well-known Indian IT services multinationals, this article presents an evidence-based critique of the design and implementation of their GTM strategy both inside and outside China. It focuses specifically on the quality of the IT talent pool in China, control and coordination issues, and the challenges of workforce localization.Mohan Thite, Hussain Gulzar Rammal, Joao J. M. Ferreir
Interview with MK Ajay, Executive Vice President of Human Resources, Colgate-Palmolive (India)
No full textColgate-Palmolive is a well-known American multinational corporation. It is well regarded as a very reputable, ethical, admired and sustainable company that values employee diversity. In this interview with the Head of HR of Colgate India, we can find some unique features in its management team, style and organisational culture. The interview explores the alignment and dynamics between business and HR strategies, long-term sustainable perspective on leadership at all levels, and building harmony in industrial relations.Full Tex
HR metrics and analytics
No full textThe HR practitioner field is currently awash with claims that organisations should be focusing on HR analytics as the next functional specialism. This chapter discusses what HR analytics is, what sort of analytic activities are the key ‘go to’ projects for analytics teams. It critically examines the use of HR metrics in HR analytics as a way of helping encourage evidence-based decisions. In the process, the chapter gives an overview of different analytics tools that can be used and then raises some challenges for the HR function that a focus on HR analytics may bring
Union formation in the Indian call centre/BPO industry
No full textThe 'globalisation' of business services facilitated by Information and Consultation Technologies has accelerated at breathtaking pace. The relocation of interactive service work and an expanding range of back-office processes from the so-called developed countries of the global north to the developing countries of the global south increasingly constitutes a core element in corporate strategies. The widespread usage of the term global service delivery reflects the transformative role played by TNCs and the intervention of states in extending the reach of capital accumulation and in re-configuring service supply chains to multiple geographies. In this rapidly unfolding global landscape where, amongst others, the Philippines, South Africa, Latin American and Eastern Europe states are emerging destinations, India remains pre-eminent, accounting for 46 per cent of global business process outsourcing (BPO) (Nasscom-McKinsey 2005). According to an influential survey, India 'still offers an unbeatable mix of low costs, deep technical and language skills, mature vendors and supportive government policies' (Walker and Gott 2007: 29)
"The Manager's Voice": A Critical Examination of the Manager's role in the Call Centre
No full textCall centres have emerged, in the past decade, as a dominant mode of contact between organisations and their customers, both in public and private sectors as well as in profit and not-for-profit sectors. They have become the platform for rich discussions by researchers on info service work, exploring the implications on numerous organisational, work and management practices. The literature on call centres however, tends to focus on employees and their employment conditions with little commentary upon managerial issues. There seems to be a conspicuous omission in expounding the "voice of the manager" in call centres. This study provides a contextualised critical analysis of the managerial role by examining how it varies in different types of call centre organisations. It focuses on the role of the General Manager - those who are formally the head or in-charge of the call centre unit. The unit of inquiry is the 'role' and not the person who occupies the role.Thesis (PhD Doctorate)Doctor of Philosophy (PhD)Griffith Business SchoolGriffith Business SchoolFull Tex
- …
