HUMAN RESOURCE DEVELOPMENT PRACTICES

A Study on the Human Resource Development Practices in Select Shipping Multinational Corporations

Table of Contents

CHAPTER 1: INTRODUCTION1

Background1

Purpose of the study10

Aims and Objectives10

CHAPTER 2: LITERATURE REVIEW12

CHAPTER 3: METHODOLOGY74

Research objectives74

Broad Objectives74

Specific Objectives75

Hypothesis77

Sampling techniques79

Methods of data collection80

CHAPTER 4: SUMMARY OF THE FINDINGS82

Findings82

Performance indicators87

Analysis for the whole sample89

Analysis of subgroups based on the activity sector92

Analysis of subgroups based on the environment93

Results95

CHAPTER 5: DISCUSSION104

CHAPTER 6: CONCLUSION108

REFERENCES113

BIBLIOGRAPHY124

APPENDIX164

A Study on the Human Resource Development Practices in Select Shipping Multinational Corporations

Chapter 1: Introduction

Background

The literature shows that knowledge and human behavior can be developed and directed towards the company's goals? and that the way to achieve this is through human resource practices (Wright et al.? 1994:74). However? it is not easy to determine the way that human resources become a source of competitive advantage. The main reason is the lack of consensus when it comes to determining the circumstances that lead companies to adopt certain practices and the reason why? once applied? they are not always successful. This has provoked a lengthy debate in the literature (see Sheppeck and Militello? 2000:16)? focused on what have been called 'best practices'? 'innovative practices' or 'high- involvement practices'? which reveals that there is no clear definition of such practices. Ichniowski et al. (1996:99) consider that they are non-traditional practices that have become widespread in companies. Cappelli and Neumark (1999:14) affirm that they are practices opposed to the Taylorian way of organizing work and Ulrich (1998:98) defines them by a common characteristic: they are all based on the fact that when a company's capacities are combined with workers' motivation? the result is not an addition but a multiplying effect in terms of the value created in the organization.

In this context of uncertainty? the aim of this research is to penetrate into the analysis of such practices? and try to score their success. Although there is absolutely no need to 'probe' the existence of a relationship between labor management and performance in profit-seeking firms? the interesting questions revolve around how some firms do it better (Boxall and Steeneveld? 1999:78). With this purpose in mind? we will formulate hypotheses relative to the effectiveness of human resource practices and will try to determine? for the Indian case? if their success is guaranteed under any circumstance or if specific contexts can increase their effectiveness. Specifically? taking the existing literature as our starting point? we will analyze the influence of the activity sector and the competition within it on the effectiveness of human resource practices.

Globalization and technological advances drive many of the most profound changes in business and organizations today. Marquardt and Engel (1993:98) had predicted that globalization would be the major source of change for organizations and countries in the twenty-first century. In the global market? the ability to operate and compete globally depends on the quality of human resources (Rothwell? Prescott? & Taylor? 1998:56). Human Resource Development (HRD) professionals playa key role in developing management and technological capabilities. Therefore? improving the ability of HRD practitioners is a key concern for improving the competitiveness of ...