PurposeThis study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.Design/methodology/approachSemistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.FindingsThe findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.Practical implicationsThe findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.Originality/valueThe novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them, and then proposing a structural model that categorizes these challenges and proposes suggestions for managers to improve human resources practices and firm performance.,Fuzzy total interpretive structural modelling (TISM) is used as the methodology, which gives an interpretive structural model by presenting direct and transitive relationship between workforce development challenges and categorizes them under autonomous, dependent, independent and linkage groups.,In total, 13 different workforce development challenges are presented in this study. Results showed that lack of IT/digital skills has a critical role in workforce development in terms of affecting other challenges. Dependent group includes requirements for longer learning time and specialized training, lack of analytical thinking and dealing with complexity, and lack of interdisciplinary thinking and acting. On the other hand, lack of ability in decentralized decision-making and shortage of workforce with adequate skillset within the labour market have more macro-impacts on others. Most of the challenges located in the linkage group, which means that most of the challenges are interrelated with each other.,Originality of this paper is presenting a systematic structure for workforce development in Industry 4.0 that considers challenges systematically.

Analysing workforce development challenges in the Industry 4.0

Remote working because of the COVID‐19 pandemic has eroded boundaries between work and home, necessitating the need to evaluate the long‐term impacts of these changes and mitigate any negative effects on workers' work‐life experiences. To do so, we reviewed and examined work‐life research published since the start of the pandemic. The review yielded a sample of 303 work‐life scholarly articles, with three common themes: 1) work‐life boundaries have become more permeable, with behavior‐based and time‐based work‐life conflict emerging as the more salient forms of work‐life conflict; 2) technical work demands have increased, as employees grapple with techno‐invasion, techno‐overload and techno‐complexity; and 3) psychological and emotional work demands have intensified. Based on these key findings, we call for multi‐level and multi‐agency responses to deal with the complex, diverse nature of work‐life demands. Specifically, we offer recommendations at the individual‐, team/organizational‐ and societal/governmental‐levels to enhance employees' work and non‐work lives after the pandemic.

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Work, life and COVID‐19: a rapid review and practical recommendations for the post‐pandemic workplace

The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.,The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.,The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.,Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.

A dark side of e-HRM: mediating role of HR service delivery and HR socialization on HR effectiveness

Objective: This research explores the direction of impact transmissions among public health spending, maternal education, and under-5 mortality, of which the previous researches ignored, in Nigeria. Method/Findings: The study utilizes yearly time series data covering the period between 1980 and 2018 and employs the Toda-Yamamoto non-Granger causality test approach as the principal tool of analysis. The study controls for instability emanating from the structural break in the model. Surprisingly, the study finds both public health spending and maternal education not to Granger cause under-5 mortality. However, the study established a unidirectional relationship running from under-5 mortality to public health spending and maternal education. This finding appears to align with Wagner's law of increasing state activities, such that an increase or decrease in the rate of under-5 mortality leads to an increase or decrease in the level of public health spending and not vice-versa. The study thus concluded that change in the rate of under-5 mortality could be used to model or predict the future growth in public health spending and maternal educational level, reverse not the case. Application: Findings emanating from this study is applicable in terms of health funds budget and forecast, and national development policy design.

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Can Public Health Spending and Maternal Education Predict Future Under-5 Mortality Rate in Nigeria?

While prior studies have highlighted the brighter side of technology adoption in improving human resource (HR) functions, the dark side pertaining to the adoption of technology in people management within organizations has gone relatively unnoticed. The current study tries to demystify the dark side of electronic human resource management (e-HRM) by examining banking institutions in India which are believed to have undergone several transformations in recent years.,This study adopts an inductive qualitative approach to examine the research problem. In total, 53 semi-structured interviews were conducted with the employees of eight public sector banks in India. The interviews were transcribed. The analysis of the data was done using the thematic analysis technique.,The findings of the study suggest that there is a stratification of the workplace in banking institutions into digital natives and digital migrants. This social stratification is based on technology adoption and usage which has further created problems in the form of knowledge hiding and perceived workplace conflicts.,The findings of the current study have important theoretical and managerial implications. It not only extends the current scholarship on the transtheoretical model of change but it also has strong managerial implications as it highlights the need for the adoption of customized e-HRM training curriculums for the workforce based on their age, education, work experience and expertise.,Current research on the dark side of e-HRM is inadequate. Furthermore, the evolution of banking institutions from being a typical bureaucratic organization into a hybrid one has not been examined in the context of e-HRM.

Decoding the dark shades of electronic human resource management


Purpose
The purpose of the current study is to examine organizational crisis and the role of tech-structural interventions in overcoming the crisis to achieve resilience. Developing resilience in organizations has become imperative for managers in the never-ending turbulent environment and concerns toward pleasing the stakeholders. Organizations have begun to rely on techno-structural and human process change interventions to attain resilient organizations. Although such strategies are widely prevalent in organizational change literature and can be traced back to the 1970s, scholarly research on the process that develops resilient organizations is limited and also absent in the context of developing economies.


Design/methodology/approach
This study uncovered the process of change interventions (primarily techno-structural interventions) at a wealth management firm in India, adopting a case study approach.


Findings
According to the findings, change interventions through techno-structural interventions aided in the transformation of a precarious organization into a resilient one.


Research limitations/implications
This paper provides vital practical implications about the role of techno-structural change interventions in reshaping an organization into a more viable business, making the organization resilient to deal with untimely disruptions in the environment.


Originality/value
Very limited research has been done to understand the stakeholder’s management and resilience in the context of financial consulting firms in the emerging market context.


Ankur Kushwaha

Papers

Decoding the dark shades of electronic human resource management

Organizational resilience through techno-structural interventions: case of an Indian wealth management firm