Description
OUP India CEO Chess Master or Gardener? How Game-changing HR Reforms in Bank of Baroda Created a New Future for Bank of Baroda 2018 Edition by Anil Khandelwal
This volume is based on the author's experiences as a chief executive officer (CEO) at the Bank of Baroda and his research findings of almost five decades (mid-1950s to 2000) on several CEO's strategies in industrial relations (IR) across organizations. The study underlines the need for an effective integration of industrial relations and human resource (HR) development to achieve positive business outcomes. Using personal interviews and archival material, Khandelwalexamines the evolution of IR strategies in the context of changing environmental and organizational factors and its impact on the relations between the management and trade unions within the bank over an extended period of time. He submits it is crucial that employees are engaged and formalinstitutional mechanisms instituted to deal with the concerns of employees as well as of trade unions as a whole in order to transform the paradigm of employee relations from a narrow, union-focused perspective to a broader approach of empowering operating managers. Such a paradigm shift could, this work asserts, pave the way for significant changes, such as the introduction of new technology, customer-centric initiatives, new HR initiatives and rebranding with dramatic business outcomes withina short period of time. Table of contents : - ContentsList of Tables Acknowledgem ents List of Abbreviations Preface Introduction Section I: Rese arching 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 Refo rms (1985-90): A feel from the field Chapter 8: Trade Unions Rule the Roost (1990-2000) Section II: From Research to Experiments in the Field Chapter 9: New Explorations and Initiatives (1995-97) Chapter 10: Dislodging the Status Quo (1997-2000) Section III: Towards a New Paradigm Chapter 11: Reforming IR Chapter 12: From IR to HRDChapter 13: Inferences and Insights Chapter 14: CEO - Chess master or Gar dener? Appendix* Bibliography