HR in a Business V/s a Business School

Preobroto Ganguly

Author: Preobroto Ganguly

Date: Sun, 2016-09-04 15:35

The tenets of human resource management are fundamental and overarching. However, the complexities of practice differ significantly across business organisations and business schools. This is largely context driven. Some of these distinctions can also be seen within business organisations i.e large product companies versus advertising agencies.

The basic difference that I have observed is the primary motive with which people join these two different types of organisations. Whereas in a business organisation people join primarily to build a career, the effort required – in the form of design of the structure , policies and procedures , practices etc. - to create an engaging culture is tremendous. In the case of people joining an educational Institute, the person has an innate desire or passion to contribute to others, and to a chosen profession.  In the development of human resources, the degree of engagement to the work is relatively much higher. Hence effort to get teaching staff to emotionally engage with the work (both teaching and research) from an organisational point of view is far less.

Unlike a business organisation a lot of work can be done largely through individual excellence – this leads to the development of a very individualist culture. Fundamentally, this is due to jobs fundamentally not being strongly interdependent.

The above two factors – one which is intrinsic to the individual and the other the context in which they perform their work, brings forth a number of challenges to the Human Resource function of a business school. Since the desire to contribute for a cause which is beyond themselves already exists, the system and processes to motivate them to higher levels of performance  remain a big challenge. Contextually, creating institutional affiliation is more challenging when a significant portion of intrinsic satisfaction can be achieved by working alone.

The individualistic culture that sets in due to absence of interdependency is at odds with multi-disciplinary research and organisational affiliation. This makes academia an exciting place to work for an HR professional; from creating a shared vision and making it relevant across silos to creating an environment which allows ‘collaboration accidents to happen’ to the mantra of ‘Communicate, communicate, communicate’ to designing appropriate incentives and development, to engaging faculty in multiple dimensions of institution building; academia represents a space for exciting new models of HRM in practice.

At SPJIMR, we are well ahead of the curve on many fronts. However, there is work to be done, and it is a joy to be a part of it.

 

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<p>I think this is a good insight -&nbsp;</p> <p class="rteindent1">&nbsp;"Contextually, creating institutional affiliation is more challenging when a significant portion of intrinsic satisfaction can be achieved by working alone."</p> <p>And it's true that multi-disciplinary research is at odds with this sort of environment. This makes me wonder that in high schools and undergraduate institutions (colleges), it must be even greater a challenge - as there is not much multi-disciplinary research at that level. Is there other glue that binds those institutions together? Or are they resigned to their fate and teachers are more individualistic? &nbsp;</p>

This blog provides good insight of the basics HR in an organization and B-school and the same has been represented extraordinarily. In industry HR played a vital role, in which the human resources basically employee needs to be treated as an asset and to be protected safely. The job satisfaction, culture, work environment plays an important role to perform in the better way. While in a B-school individual can get intrinsic satisfaction for self-affiliation, but in corporate HR the arena of window is much wider. The comparison of HR in both the cases is contextual only. For individualistic self-affiliation approach B schools are the best place to be attached and doing better research work. Tough it is highly challenging, still it provides a space for creating new HR models which can be in real life situation. On the other hand, in an organization, the concept and application of HR functions needs team efforts and collaborative approach. Communication is the important tool on which HR function rolls in the organization. Therefore, it can be concluded, the concept of HR function are interlinked for both the cases, however they differ contextually.

“Knowledge does’nt happen in silos”. HRM in business schools have a different perspective to that of corporates. Many of the points here can be related to other colleges in other disciplines The first big difference is an inherent absence of time lines in many of the functions. We observe that many of the functions are not time bound & depends on individual capacity & drive. Second most important aspect is that most of the work is done to increase depth in the research rather than breadth of the topic. Some of the work requires long hours on the job digging deep into the subject rather than perspectives from various discipline. The third aspect is goal setting. The issue here is that goal setting cannot be quantified as many of the end results desired are qualitative. In the drive to achieve quantitative results we cannot compromise on quality. For example, target of number of papers to be published in a year may affect the quality of the work. HR in business schools should be focussed on creating an ecosystem where researchers are able to produce quality research work & disseminate knowledge to the students. The second objective is to find ways for help researchers from different streams/specialisation to coordinate & work together. The third objective is to invest in training of the faculty, exposure & tie-ups with different universities to promote research.

When we are in b-School’s , we are taught the finer details , the nuances of the subject. No organization can perform with out employee contribution. Human is the best resource an Industry or an organization can have . Organization productivity can be gauged by employee engagement & satisfaction level. There can not be one-size-fit all approach to improve employee’s performance . There are many corner stone of healthy HR practices viz. Transparency , Constant appreciation , Flexibility , Regular feedback & Training management . Employee’s moral can break or make an organization. I come from a PSU background when young Engineering graduates / Management trainees just coming out of the college are being given the task of managing a work force under them , Most of the guys who are reporting to them are more experienced & senior in age … at time of their parents age. The other side of working in government company is sacking an employee for non performance is something not seen very prevalent. Poor guy who knows that he can not take strict action , he tries to get in to appeasement mood which has its own fall out at a later stage. On the other hand if he takes head on , there is lot of resentment , complaints against the person to the boss’s who does not like to get irrigated on petty issue & expect the same to be handled by the shop floor officer. It is actually like walking on a tight rope & there you tend to believe that there is lot of difference between theory & practice . However , we forget that HR practices does not say that carrot & stick can not go hand in hand & one should deploy all means to gauge the undercurrent within the work force. I’m sure when he look back , he would find that all the theory are relevant , it all depends how you implement it after gauging the situation.

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