Human Resource Management: Concepts, Practices & New Paradigms by Amitabha Sengupta.

AuthorGupta, Megha

Human Resource Management: Concepts, Practices & New Paradigms by Amitabha Sengupta, New Delhi: SAGE Publications, 2018, 504 pp., Rs. 495

The book titled "Human Resource Management: Concepts, Practices, and New Paradigms" is an excellent source to understand HR in its most contemporary form in the Indian context. In this book the author has attempted to throw light on various aspects of human resources, with relevant cases from the Indian industries to make the textbook an enriching experience for academicians and practitioners alike. Practitioners can use this book to make practical interventions at various levels in multiple ways.

The book comprises 18 chapters, which have been classified into 9 clusters. Each cluster consists of two chapters. The clusters are titled as Old HR-New HR, Plan and Acquire, Development and Growth, Engage and Perform, Reward and Compensate, Decent Workplace: Compliance and Dialogs, Workplace Legislations, Regulations, and Debates on Labor Law Reforms, Transformation of Work and Work Relationships, HR Blue Ocean, Human Resource Management in the Service Sector; and Innovate and Transform. Each section introduces the chapters entailed in that particular section. Further, each chapter begins with an opening case. Cases are based on industries throughout the chapters across all clusters, making the book very engaging and relevant for students, researchers, practitioners and managers.

The first section vividly discusses the emergence of new HR and how it plays a crucial role as a business partner in the organization. The first chapter emphasizes that while the focus on consistency and administration may be dated, but the fundamental processes of talent acquisition, management, development and recognition are still relevant. The chapter further discusses various models of HRM wherein though the classification style may vary the core discussion revolves around hard-soft models and normative-prescriptive models. In addition, in this chapter, the author also highlights how HRM evolves consistently at a constant pace to keep up with the influence of technology, globalization, demographic changes and digital revolution.

The second chapter deliberated the role of HR as a business partner. Traditionally HR has been primarily labeled as a reactive process-driven function. However as per Dave Ulrich's model, explained in the chapter, if HR is aligned with strategic business focus, it is bound to be a business partner in an...

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