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| 005 | 20221107165034.0 | ||
| 008 | 221107b ||||| |||| 00| 0 eng d | ||
| 020 | _a9780199485642 | ||
| 082 |
_a332.068 _bKHA |
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| 100 |
_aKhandelwal, Anil K. _92369 |
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| 245 |
_aCEO, chess master or gardener?: _bHow game-changing HR reforms created a new future for bank of Baroda |
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| 260 |
_bOxford University Press _aNew Delhi _c2018 |
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| 300 | _axxvi, 358 p. | ||
| 365 |
_aINR _b750.00 |
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| 504 | _aTable 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? | ||
| 520 | _aDescription 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. | ||
| 650 |
_aIndustrial relations _92389 |
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| 650 |
_aPersonnel management _9410 |
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| 650 |
_aBank management _91170 |
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| 650 |
_aChief executive officers _92008 |
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| 942 |
_2ddc _cBK |
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