Relationship between Organisational Culture and Hrm Practices: An Empirical Evidence from Indian Tourism Industry

The global turmoil has witnessed the growing importance of Human Resources Management (HRM) in both business and public life. The turbulent business climate brought in the wake of liberalization, globalization, changing technologies, growth in knowledge and advances in information technology is offering managers a complex and challenging situation (Davis, 1995). Indian organizations are tending to become competitive to meet globally relevant standards. The growing emphasis on privatization has warranted a new focus in terms of result orientation, long-term strategies, consumer focus, initiative and different mindsets for internal and external communication. The idea that organizations have culture has been acknowledged since Lewin, Lippitt and White's (1939) research on creating social climate. Culture and climate are integral parts of an organization. The changes on the market scene have necessitated the Indian Tourism industry to look inward for the development of human resources (HR). People develop themselves in a globalized scenario with new directions along with new problems and issues arising to develop new competencies to meet the changing requirements, aspirations, and problems. Research evidence shows that HR practices along with culture do affect efficiency in the organization. There are hardly any or very few studies which show a link between HRM practices and organizational culture in India particularly in Tourism industry. The present paper is aimed to identify the relationship between organizational culture and human resource management in Indian tourism industry.