Innovative human resource management practices in Indian IT companies

Abstract

The current paper makes an attempt to investigate the emerging market context of India. Specifically, the focus is made on innovative human resource management (IHRM) practices employed by Indian IT companies. The drivers of adoption of innovative HRM practices by these companies include national environment, organizational restructuring and ownership structure, legitimizing drivers, organizational culture, and the role of HR department. The current paper contributes to the contingency perspective and contextual paradigm that state that particular sets of practices (e.g., IHRM) and organizational routines are likely to yield better performance if they are matched with specific objectives, conditions, and strategic interests that rise from the context of the external environment. Thus the paper is within an increasing trend to undertake studies in emerging markets context. In order to illustrate the wide range of the innovative HRM practices used by Indian IT companies, the paper analyzed three cases of Indian IT companies. Analysis of these cases shows variation of different types of such practices being adopted by Indian companies. Conclusions can serve as the foundation for recommendations to managers for increasing the performance of companies through using IHRM practices.