CEO, chess master or gardener?: How game-changing HR reforms created a new future for bank of Baroda

Table of contents


List of Tables, Figures, and Boxes
Acknowledgements
List of Abbreviations
Preface
Introduction

PART I: RESEARCHING INDUSTRIAL RELATIONS
Chapter 1: Setting of the Research Agenda
Chapter 2: Pragmatic Paternalism (1956–68)
Chapter 3: A Testing Time (1969–70)
Chapter 4: Fight to the Finish (1971–74)
Chapter 5: Divide and Rule (1975–81)
Chapter 6: Soft Pedalling (1982–84)
Chapter 7: Management Apathy to Reforms (1985–90): A Feel from the Field
Chapter 8: Trade Unions Rule the Roost (1990–2000)

PART II: FROM RESEARCH TO EXPERIMENTS IN THE FIELD
Chapter 9: New Explorations and Initiatives (1995–97)
Chapter 10: Dislodging the Status Quo (1997–2000)

PART III: TOWARDS A NEW PARADIGM
Chapter 11: Reforming IR
Chapter 12: From IR to HRD
Chapter 13: Inferences and Insights
Chapter 14: CEO—Chess Master or Gardener?

Description

Many problems of public sector banks in India are rooted in the legacy-driven culture of industrial relations (IR) and human resource (HR) management. These have inhibited the pace of internal reforms.
This book presents ways in which the author, in his role as a CEO, and using insights gained during field research, undertook creative destruction of the legacy culture in IR/HR in Bank of Baroda. This was done through multiple initiatives, including reordering the pattern of IR management and game-changing innovations in employee engagement, eventually transforming the organisation into a valuable brand.
The book illustrates the strategic role of CEOs in designing a new future for their organisations in the face of multiple challenges through harmonising the HR function with business. It also provides several insightful leadership lessons to top managements of large organisations to move from a narrowly focused HR culture to a broader HR paradigm consistent with the requirements of a competitive landscape.