Human Resource Management (HRM) is a management function that helps manager's recruit, select, train and develops members for an organization. Obviously, HRM is concerned with the people's dimension in organizations.It is rather difficult to say spontaneously what management means, though we have studied a course in Management. But it is necessary to recall what management is before studying Human Resource Management (HRM). Management has been defined by Mary Parker Follett as, "the art of getting things done through people." HRM Practices are HR Planning, Recruitment & Selection, Training & Development, Wage & Salary Administration. As the present study is concerned with HRM practices in Sugar industry, an attempt is made by the researcher in the ensuring analysis to present in general terms of the HRM practices relating to Sugar industry.

Management has a special significance and importance in the all types of business organizations in these present days. The success of any business organization, it may be trading or manufacturing is depends upon the skilled management. Today's business world is very competitive and to cope with this competition businesses must have excellent, dynamic and skilled management at the different levels of the business organizations. Generally the management is pertaining with the proper planning of the programmes for the achievement of predetermined objectives of the business organization as well as individual employees. Obviously, the success of business organization is mostly depends upon organization, management and administration.

During the last decades, a considerable amount of research has been directed towards explaining the concept of Digital Human Resource Management (DHRM). Yet, a holistic assessment of DHRM antecedents and consequences with respect to possible contextual contingencies is still missing. To this end, this thesis introduces a research framework illuminating the multifaceted phenomenon of DHRM from various perspectives. An exploratory four-step meta-analytic structural equation modelling (E-MASEM) approach tailored to address the domain-specific challenges of DHRM is introduced and applied. Results identify 32 constructs associated with the DHRM usage phenomenon which are categorized into DHRM antecedents and DHRM consequences. Findings reveal that user perceptions, expectations, attitudes, and intentions are essential in predicting DHRM usage while HRM service quality and user satisfaction are found crucial in explaining other DHRM consequences. Further, practitioners are informed about the relative importance of factors for both facilitating DHRM adoption and measuring DHRM success. Lastly, this thesis also contributes to the MASEM methodology by outlining a new approach to summarize statistical inferences from multiple moderator tests.

Written by regional-based academics with intimate knowledge of the cultural and business landscapes, this excellent overview of current HRM practices in a changing region will be key reading for students of HRM and business and management

Given the enormous economic and developmental changes being experienced by nations in the Asia-Pacific region, and the related movement of people between and across countries, it is critical that we better understand the HRM policies and practices of these nations. The latest instalment in the Global HRM series, Managing Human Resources in Asia-Pacific (2E) presents the HRM situations in a number of South-East Asian and Pacific Rim countries, highlighting the growth of the personnel and HR function, the dominant HRM system(s) in the area, the influence of different factors on HRM, and the challenges faced by HR functions in these nations. This edition extends its coverage to Cambodia, Fiji, Indonesia, and the Philippines; a new chapter discusses HR research challenges in the region, such as the transferability of western constructs, problems with data collection, and the emergence of MNEs from Asia Pacific.