Assessing Hrd Need in Strategic Hrd Process

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Organizational change and development in India
A case of strategic organizational change and transformation Jyotsna Bhatnagar
Management Development Institute, Gurgaon, India

OC and development in India 485

Pawan Budhwar
Aston Business School, Aston University, Birmingham, UK, and

Pallavi Srivastava and Debi S. Saini
Management Development Institute, Gurgaon, India
Purpose – The purpose of this paper is to examine developments in the field of organizational change (OC) with reference to the context of India. It highlights the need to analyze this topic in the present Indian economic environment and discusses the main developments reported in the Indian literature on the same. Design/methodology/approach – Empirical evidence based on a qualitative analysis of a case study undertaken at a public-private partnership transformation at North Delhi Power Limited (NDPL) in India is presented. Findings – The findings focus on trust building and belongingness for the employees, establishing a high-performance orientation, quality improvements, and the resultant transformations at NDPL. The analysis indicates a number of ways by which NDPL sought to improve its efficiency in order to better adapt to the rapidly changing Indian business environment. Practical implications – Based on the findings, the paper identifies key messages for policy makers and change agents regarding how to transform companies in the rapidly changing business contexts of emerging markets such as India. Originality/value – The paper offers an in-depth analysis of OC practices in a large organization in India. Keywords Organizational change, India, Performance management, Transformational leadership Paper type Research paper

Introduction Over the past 20 years or so, there has been much debate in Western literature regarding the most appropriate way to manage organizational change (OC) (Beer and Nohria, 2000; Dawson, 2003; Kanter et al., 1992; Kotter, 1996; Pettigrew, 1990; Stickland, 1998; Stacey, 2003; Wilson, 1992). Over the years, the scope of OC has increased to encompass large-scale interventions, including strategic change (Chapman, 2002). This emphasis in OC literature on strategy may account for recent developments which indicate a converging trend in the activities and processes of human resource management (HRM), human resource development (HRD), and OC and the need to ensure coordination and partnership amongst these functions in order to achieve competitive advantage in the present dynamic business environment (Ramos and

Journal of Organizational Change Management Vol. 23 No. 5, 2010 pp. 485-499 q Emerald Group Publishing Limited 0953-4814 DOI 10.1108/09534811011071243

JOCM 23,5


Rees, 2008; Ruona and Gibson, 2004; Sparrow and Budhwar, 1997). Considering that HRM is a relatively new discipline (especially in emerging markets) and the existence of a strong variation regarding the practice of HRD and OC in different parts of the world, more evidence is needed to confirm observations and claims that this convergence is taking place. Further, keeping in mind the contextual and cultural differences across nations (Hofstede, 2001), it is imperative to conduct both country-specific literature analysis and in-depth research investigation to obtain a clear picture of OC interventions and to clarify linkages between OC, HRM, and HRD (Metcalfe and Rees, 2005). This study is specifically focused upon OC in the context of India. The main aims of this study are twofold: first to highlight key developments in the field of OC in the Indian context; and second to provide empirical evidence from a robust case research analysis to explore how OC interventions are implemented in an Indian setting in order to bring about both individual and organizational efficiency and effectiveness. The study includes a case study of a...
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