Responsive Organisational Culture and their Implications for Industrial Relations System and Practices in Indian Organisations
Nibedita Nanda* (Department of MBA, Biju Patnaik University of Technology, Rourkela, Odisha, India), Karunakar Patra* (Rourkela Institute of Management Studies, Rourkela, Odisha, India)and Nibedita Adhikari (Department of MBA, Biju Patnaik University of Technology, Rourkela, Odisha, India) *Corresponding author's Email
Nanda, Nibedita; Patra, Karunakar and Adhikari, Nibedita (2019), “Responsive Organisational Culture and their Implications for Industrial Relations System and Practices in Indian Organisations”, MERC Global’s International Journal of Management, Vol. 7, Issue 2, pp. 180-183.
Submitted: January 06, 2019, Revision received: January 28, 2019, Accepted: February 10, 2019
Responsive organisational culture and industrial relations are reflected in continuous improvement in productivity, quality, innovation and growth; legitimate areas of concern for both management and labour. In India, work has been accorded a secret place in the scriptures. However, over the years there has been an erosion of the values and it is often argued that the Indian worker today lacks a positive work culture. The present study aims at identifying significant dimensions of responsive work culture conducive to achieving global standards of performance specifying contributions of management and workers to that end and examining their implications for Industrial Relations and practices in Indian organisations.
Organisational culture, Industrial relations, Responsiveness, Industrial relation systems, Indian organisations.
References / Bibliography
Agrawal, N. M. (1993), “Developing Work Culture for High Involvement, High Performance Work Organisations”, Vol. 18, No. 2, pp. 31-36.
Al-Nawafah, Salameh S. and Al-Marshad, Mohammad Nassar (2017), “The Influence of E-management on Achieving Organisational Identification from the Perspective of Administrators within Jordanian Ministries”, MERC Global’s International Journal of Management, Vol. 5, Issue 2, pp. 65-77.
Barbara, C. J. (1992), Exploring Complex Organisations: A Cultural Perspective, Sage, New Delhi.
Das, D. K. (1984), “Change in Interpersonal Relations of Industrial Employees: An Analysis”, Indian Journal of Industrial Relations, Vol. 20, No.2, pp. 332-341.
Deal, T. E. and Kennedy, A. A. (1982), “Corporate Culture and Organisational Effectiveness”, John Wiley and Sons, New York.
Denison, D. R. and Mishra, A. K. (1995), “Toward a Theory of Organisational Culture and Effectiveness”, Organisation Science, Vol. 6, pp. 204-223.
Mankidy, Jacob (1994), “Towards a Positive Work Culture: Emerging Scenario and Strategies”, Indian Journal of Industrial Relations, Vol. 29, No. pp. 428-439.
Nagaprasad, B. (2018), “Organisational Culture - A Change Orientation in Animation Industry”, MERC Global’s International Journal of Management, Vol. 6, Issue 4, pp. 149-160.
Noronha, Ernesto (1996), “Liberalisation and Industrial Relations”, Economic and Political Weekly, February 24, pp. 14-20.
Pinto, J. L. (1995), “The Roles of Management and Trade Unions in Bringing about a Positive Work Culture”, Indian Journal of Industrial Relations, Vol. 31, No. 1, pp. 58-71.
Sengupta, A. K. (1992), “New Generation of Organised Workforce in India: Implications for Management and Trade Unions” in J.S. Sodhi and S.P.S. Alluwallia (eds) Industrial Relations in India: The Coming Decade Shri. Ram Center for Industrial Relations and Human Resources, New Delhi.
Venkatratnam, C. S. (1996), “Competitive Labour Policies and Labour Laws in Indian States”, The Indian Journal of Labour Economics, pp. 1059-1061.