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Human capital and organisational learning: a study of Indian microfinance institutions

Author

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  • Saswat Barpanda
  • Susmita Mukhopadhyay

Abstract

This study analyses Human Capital (HC) management practices by identifying the various elements of HC and its relevance in the organisational learning process in the Indian Microfinance Institutions (MFIs) context. The researcher used multiple data methods, namely observation, interaction with staff and examination of organisational documents and semi-structured case study interviews. This paper explores the importance of organisational learning in Indian MFIs drawing on examples gathered from interviews mainly with some MFIs in Eastern India and presents the findings of research which emphasise the importance of HC in enhancing the learning abilities of Indian MFIs.

Suggested Citation

  • Saswat Barpanda & Susmita Mukhopadhyay, 2014. "Human capital and organisational learning: a study of Indian microfinance institutions," International Journal of Management Practice, Inderscience Enterprises Ltd, vol. 7(3), pages 222-239.
  • Handle: RePEc:ids:ijmpra:v:7:y:2014:i:3:p:222-239
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    Cited by:

    1. Anirban Pal & Piyush Kumar Singh, 2021. "Do socially motivated self‐help groups perform better? Exploring determinants of micro‐credit groups’ performance in Eastern India," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 92(1), pages 119-146, March.
    2. Saswat Barpanda & Susmita Mukhopadhyay, 2020. "Does firmography patterns human resource practice? evidence from microfinance industry of India," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 10(1), pages 24-39, January.

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