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008 210123s2021 xx eo 000 0 eng d
020 _a9781000368697
_q(EPUB)
020 _a1000368696
_q(EPUB)
020 _a9781003133339
_q(electronic bk.)
020 _a1003133339
_q(electronic bk.)
020 _a9781000368680
_q(electronic bk. : PDF)
020 _a1000368688
_q(electronic bk. : PDF)
024 7 _a10.4324/9781003133339
_2doi
035 _a(OCoLC)1238639439
035 _a(OCoLC-P)1238639439
040 _aOCoLC-P
_beng
_cOCoLC-P
050 4 _aHD9198.I42
072 7 _aBUS
_x077000.
_2bisacsh
072 7 _aBUS
_x070010.
_2bisacsh
072 7 _aBUS
_x070120.
_2bisacsh
072 7 _aBUS
_x085000.
_2bisacsh
072 7 _aBUS
_x030000
_2bisacsh
072 7 _aBUS
_x038000
_2bisacsh
072 7 _aBUS
_x020000
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072 7 _aKJMV2
_2bicssc
082 0 4 _a331.7/633720954
_223
100 1 _aRoy, Nirmal Chandra,
_d1988-
_eauthor.
245 1 0 _aHuman Resource Management in the Indian Tea Industry /
_cNirmal Chandra Roy, Debasish Biswas.
250 _a1st.
264 1 _bRoutledge,
_c2021.
300 _a1 online resource (128 pages) :
_billustrations.
336 _atext
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
490 1 _aRoutledge Focus on Business and Management
500 _a1. Tea Industry in India. 2. History of Tea Industry in India: Particularly North Bengal Region. 3. Growth and Development of Tea Industry in India: Particularly in North Bengal. 4. Span of Management and Procurement Practices in Tea Estates of North Bengal. 5. Training and Compensation Practices of Tea Estates in North Bengal. 6. Integration and Maintenance Function in Tea Estates of North Bengal. 7. Findings, Conclusions and Recommendations.
520 _aLiberalization, Privatization and Globalization policy was advocated in India in 1991 under the supervision of P.V. Narasimha Rao, the then Prime Minister of India. As a consequence, the tea plantation industry was largely affected. It has confronted difficult competition because of the simplification of tariff barriers and the removal of the quantity restrictions on imports. The result of these on the share of export of Indian tea has declined, the price has plunged, and the profitability has reduced. To remain competitive in the market, tea-producing companies have been forced to reduce the various costs, especially labour costs. Due to this, tea companies are not in a position to fulfil their responsibilities such as health, safety, welfare, and working conditions to the workers. Besides, improper recruitment of labour, lack of proper training facilities, and even irregularities in payment of wages have been increased significantly. As a result, 1.2 million workers in the tea industry to sustain themselves and their families have been adversely affected. This leads to labour unrest and the industry has become vulnerable. The final impact of all these issues spreads to the quality of tea and profitability of the industry in India. This book examines the existing human resource management practices in the Indian tea industry. It adopts a simplified yet comprehensive approach to showcase workforce management in the tea industry. This book will be of value to postgraduate students, researchers, HR professionals, and policymakers in the fields of human resource management, business history, and industrial relations.
588 _aOCLC-licensed vendor bibliographic record.
650 0 _aTea trade
_zIndia
_xPersonnel management.
650 7 _aBUSINESS & ECONOMICS / Human Resources & Personnel Management
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Labor
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Development / Business Development
_2bisacsh
700 1 _aBiswas, Debasish,
_eauthor.
856 4 0 _3Taylor & Francis
_uhttps://www.taylorfrancis.com/books/9781003133339
856 4 2 _3OCLC metadata license agreement
_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
942 _2ddc
_cE
999 _c15929
_d15929