Organisational Culture and HR Practices: Driving Employee Engagement in the Automobile Sector

• ISBN13: 9789372262902
• Binding: Hardcover
• Subject: Business Management
• Publisher: Atlantic Publishers & Distributors (P) Ltd
• Publisher Imprint: Atlantic
• Publication Date: July 15, 2026
• Pages: 194
• Original Price: INR 695.0
• Language: English
• Edition: N/A
• Item Weight: 390 grams
• BISAC Subject(s): Human Resources & Personnel Management, Organizational Behavior, and Workplace Culture

Organisational Culture and HR Practices: Driving Employee Engagement in the Automobile Sector offers a compelling look at how an organisation's culture and HR strategies can revitalise the workforce in one of the world's most dynamic industries. In a time marked by global disruptions, from the COVID-19 pandemic to the Russia–Ukraine conflict, this book investigates the critical role of employee engagement in steering India toward becoming a top global auto manufacturing hub. With declining engagement trends worldwide, the author underscores the urgent need and significance of fostering a motivated workforce. Rich in insight and grounded in research, this volume provides industry professionals and management students with a practical framework to understand, measure and drive engagement, ultimately enhancing productivity and ensuring sustainable organisational growth.

Dr Abha Rani Singh is a 1996-batch IRS officer and a senior Government of India bureaucrat. She holds an MA and MPhil from JNU, a PhD from MRIIRS, Faridabad, as well as a postgraduate degree in Extension and Development Studies and a diploma in Training and Development. A certified trainer by the DoPT and visiting faculty at leading institutions, Dr Singh has published widely in reputed journals and was awarded the UGC Junior Research Fellowship for her academic accomplishments. She has broadened her professional horizons through training programmes at Duke University and IIM Ahmedabad. Guided by her abiding interests in Indian philosophy, spiritualism and the meditative traditions of Tibetan Buddhism, she continues to pursue a life of inquiry, reflection and service.

• Acknowledgements................................................................................xv
• Preface.................................................................................................xvii
• Chapter 1 Introduction......................................................................1
• 1.1 Understanding Organisational Culture .............................2
• 1.2 The Role of Vision, Mission and Values in Organisational Identity......................................................6
• 1.3 HRP Foundation for Success ............................................8
• 1.4 Learning and Development: Building Capability and Competence..............................................................11
• 1.5 Performance Management Systems: Aligning People with Goals............................................................12
• 1.6 Employee Engagement: The Key to Organisational Success............................................................................15
• 1.7 The Dynamics Among Organisational Culture, HR Practices and EE.......................................................19
• 1.8 A Global Overview: Key Studies and Reports on EE..............................................................................23
• Chapter 2 Contextualising the Indian Automobile Industry.............29
• 2.1 A Historical Overview of the Indian Automobile Industry...........................................................................29
• 2.2 Current Trends and Challenges in the Indian Automobile Sector...........................................................40
• 2.3 The Critical Role of Organisational Culture and HR Practices in Overcoming Industry Challenges............45
• Chapter 3 Methodology and Research Design.................................51
• 3.1 The Conceptual Framework for Understanding Organisational Culture and EE........................................52
• 3.2 Research Design and Approach ......................................53
• 3.3 Scope of the Study: Setting Boundaries and Context........54vi
• 3.4 Aim and Objectives of the Study..................................... 55
• 3.5 Formulating Hypothesis and Testing Assumptions.......... 55
• 3.6 Data Collection Methods: Insights into the Research Process............................................................. 56
• 3.7 Sampling and Target Groups........................................... 57
• 3.8 Survey Design: The Questionnaire as a Tool.................... 57
• 3.9 Analysis of Data: From Descriptive to Statistical Tools............................................................................... 58
• 3.10 Limitations of the Study and Considerations for Future Research............................................................... 60
• Chapter 4 Data Analysis and Results............................................... 63
• 4.1 Statistical Tools and Techniques Used for Analysis.......... 63
• 4.2 Demographic Profile of Participants................................ 64
• 4.3 Descriptive Analysis: Key Insights into Organisational Culture and HR Practices ............................................... 73
• 4.4 Correlation Analysis: Identifying Relationships Between Key Variables.................................................... 79
• 4.5 Multiple Regression and Mediation Analysis: Deeper Insights into the Data.......................................... 83
• 4.6 Conclusion From the Data: Key Findings and Interpretations................................................................. 85
• Chapter 5 Discussion and Interpretation.......................................... 87
• 5.1 Analysing the OCTAPACE Scale: EE Insights.................. 87
• 5.2 The OLD Scale: Comparative Analysis and Interpretations........................................................................91
• 5.3 Performance Management and EE: Interactions and Outcomes................................................................. 96
• 5.4 EE in Practice: What the Data Reveals.......................... 101
• 5.5 Summary of Key Research Findings: Implications for HR and Organisational Culture............................... 105
• Chapter 6 Implications, Limitations and Recommendations.......... 111
• 6.1 Implications for HR Practices and Organisational Development ................................................................ 111Contents vii
• 6.2 Limitations of the Study and Areas for Future Exploration ..................................................................113
• 6.3 Final Thoughts: The Way Forward for Organisations in the Indian Automobile Sector....................................114
• Annexure I: Conversation with Rohit Thakur, Chief Human Resources Officer, Mahindra & Mahindra—Auto and Farm Sector............................................................117
• Annexure II: An Interaction with Mussarat Hussain, Head—Human Resources, Suzuki R&D Centre India Pvt. Ltd.........................................................................123
• Annexure III: Case Study—Maruti Suzuki India Limited ....................131
• Annexure IV: Practical Tools and Framework: Setting the Stage for Organisational Culture .................................................139
• Glossary...............................................................................................143
• References............................................................................................147
• Questionnaire......................................................................................157
• Index....................................................................................................165