NHRD Journal - National HRD Network

to be tempered by a sense of humor, a sense of joy
and celebration. These spaces then release the
cumulative negative energy and give birth to
positive energy which leads to celebration. This
celebration and togetherness creates goodwill
and generosity with oneself in bringing
commitment and mobilization of oneself to give
more to the work culture. This work culture
facilitates co construction and creation of a
dynamic work environment.
These are some of the landscape of change
which organizations need to design and shape.
The role of HRM in this new landscape of the
organization employees and the environment
is to focus on the growth of the employee, growth
of collectivities of employees and growth of the
organization.
A word of caution. In the process of such a
change the HRM needs to be sensitive that all
cannot make the transition. That needs to be
accepted with grace and dignity. There has to
be space for some to do work at their pace. Here
the focus is on the present emergent identity of
the working employee in the organization. To
some the work space, the work meaning and
work status is extremely significant and
important. To some a slow steady pace is
acceptable. To some young employees, they are
in a hurry and want to run. The HRM needs to
create and design a work environment which
provides spaces to all and yet keeps the
momentum and vibrancy of the organizationhuman
interface scenario surfacing with
breathtaking results.
In growing of an organization, each individual
brings his/her own story, each group bring their
stories and each organization has its own story
with individuals and collectivity enacting their
roles. Each will enact their roles, each will
connect or part and each will add to the
emerging new collage of growth and success.
The role of HRM in this unfolding scenario of
work organizations is emerging as strategic.
However, the role of HRM is to emerge as
shaping organization identity, its myth and
folklore which can be sung by the bards of the
organizations creating its landmarks and
leaving its footprints in the sands of industrial,
technological and national unfolding in the
context of a larger globalization of the universe.
References
Parikh Indira J. 1997. A Diagnostic Study of
Mahindra and Mahindra Tractor Division.
Unpublished.
• 1998. Paradigms of Organizational
Leadership. Self Organized Criticality: The
Avalanche Effect. Working Paper, IIMA.
• 1999. Challenges of Indian Organization in
the Twenty First Century. Working Paper,
IIMA.
• 2001. Transforming of Organizations
through Enhancing Free Energy of
Individuals, Collectivity and the
Organization. Working Paper, IIMA.
• 2001. A Diagnostic Study of Bajaj Tempo
Limited. Unpublished.
Acknowledgement from Editors
• Our thanks are to all the contributors of articles for sharing their thoughts and experiences.
• We appreciate the spontaneous gesture by Rosabeth Moss Kanter and Simon Wallace in permitting us to reprint their articles.
• It was a great pleasure and learning opportunity to work with Arvind Agrawal, guest editor for this issue in designing theissue,
identifying potential contributors, inviting them to share their thoughts and in finally editing the issue. Thank you Arvind.
• We are grateful to Dr. Udai Pareek for the guidance.
• We are also thankful to Nokia and BGEPIL for their support in bringing this issue.
• Our thanks are to Dr. Sandeep Krishnan for playing a critical role like a sub editor.
• Finally our profound thanks to Prof. SS Rao, former Editor of Vikalpa and a Prof. IIM Ahmedabad for his expert suggestions
and guidance.
November 2007 NHRD Journal 9