LINKING THE LEARNINGS OF BHAGAVAD-GITA WITH CORPORATE HUMAN RESOURCE MANAGEMENT PRACTICES

Nishant Saxena Disha Institute of Management and Technology, Raipur nishanthrd@yahoo.com 1. Introduction: action and devotion. Krishna teaches the synthesis of all the three courses that are open to Human beings. What the Gita is, finally is inseparable from its many contextual environments, ancient and modern, Eastern and Western, scholarly and popular, corporate and personal, secular and sacredcontextual environments that have emerged in an ongoing historical process and will continue to emerge as that historical process unfolds (Larson, 1975). Bhagavad-Gita is a sectarian text that has become widely popular where its study both as text and in context may suggest dormant ideas in Hinduism (Singer, 1972). By viewing the text in the light of instances of its combinatorial corpus, reads it in a series of different contexts, historically, culturally and spiritually, in order to analyze the Hindu tradition an a modern complex. 2. Literature review and earlier researches:

The Bhagavad-Gita is not simply a fountain of wisdom for philosophers. It reveals several secrets of the path to managerial processes. Written thousands of years ago, Bhagavad-Gita enlighten us on strategies and managerial techniques leading to a balanced state of affairs providing guidance to resolve conflict, poor productivity, absence of motivation and so on- common plagues in enterprises across the globe. One of the key functions of religion is to provide life with a basic orientation and to integrate it into a meaningful context. This has to be achieved in a world in which people are repeatedly confronted by unexpected events, fundamental insecurities, and existential crises. The function of management is precisely to make productive and effective decisions and to aim at goal-oriented solutions even when faced with unexpected events, fundamental insecurities, and existential threats. There is perhaps no stronger force in shaping behavioral standards than religion. If a culture has a longstanding, dominant religion, active and firm in its teachings of what is right and wrong, these teachings have much to say about the cultural core values (Scarborough 2001). The Bhagavad-Gita forms a part of the Mahabharata, the greatest epic poem of India, which is probably the longest in the world, containing well over one hundred thousand couplets. The Gita composed about 2,500 years ago, comprises a dialogue between Krishna the charioteer and Arjuna, his chela (disciple), on the highest spiritual teachings. The subject discussed in the discourse is knowledge,

Bhagavad-Gita is universally regarded as the single most influential philosophical text shaping spiritual thought and life. It is an ancient Indian spiritual and philosophical text and is more than 51 centuries ago. Mahabharata epic story was written by, Vedavyaasa (or Krishna Dwaipaayana) after the Mahabharata war. Chinmayananda (2003) asserted that from time to time an ancient philosophy needs intelligent reinterpretation to apply effectively in the context of modern times. Several versions of Bhagavad-Gita are written from ancient time. The most popular are"Bhagavad-Gita as It Is" by A.C. Bhaktivedanta Swami Prabhupad, "Bhagavad-Gita - Song of God" by Swami Prabhavananda, "The Teaching of the Bhagavad Gita" by Swami Dayananda, "Bhagavad

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Gita & Its Message" by Shri Aurobindo and "Maharishi Mahesh Yogi on the Bhagavad-Gita". Studies are published in Journals by Subhash Sharma(1999), Mariappanadar S.(2005), Natesan (2009) and Samir Ranjan Chatterjee (2009) relating Bhagavad-Gita with Management in practice. Balakrishnan Manalapan & M.P. Bhattathiri, in his research paper on Bhagavad-Gita & Management has derived Management guidelines and moral dimensions from Bhagavad-Gita. 3. The HRM concept:

The concept of HRM has attracted a lot of attention from academicians and practitioners alike since its first emergence in the mid 1980s (Armstrong 1992). The concept of strategic HRM is based on the important part of the HRM philosophy that emphasizes the strategic nature of HRM and need to integrate HR strategy with the business strategy. Looking into the approaches to HRM, Bhagavad-Gita can be considered as a propagator of Soft HRM, as this model traces its roots to the human relation school, emphasizing communication, motivation and leadership. The soft approach to HRM emphasizes the need to gain the commitment- the hearts and minds of employees through involvement, communication, and other methods of developing high commitment, high-trust organization. It has been observed that even if the rhetoric of HRM is soft, the reality is often hard with the interest of the organization prevailing over those of the individual (Truss 1999). The overall purpose of HRM is to ensure that the organization is able to achieve success through people. Where in the aim of Bhagavad-Gita is to teach the aspirant how to establish equanimity both in internal life and in activities in the external world to help develop tranquility within, and to explain the art and science of doing actions skillfully and selflessly (Swami Rama 1985). Walton (1985) of Harvard also expanded the concept by emphasizing the importance of commitment and mutuality. Human Resource Management involves all management decisions and actions that affect the

relationship between the organization and employeesits human resource (Beer 1984). It is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques (Storey, 1995). The definition of the HRM concept makes a number of assumptions. First, it reflects a basic perception in much on the HRM literature than human resource is deployed strategically. That means, deployment happens because of and is derived from current practices in management of human resource within the framework of an HRM strategy, which again reflects and is derived from overall business strategy. Further, the development of Human Resource is viewed as manifestation of social architecture, rather than strategy and indeed with empirical studies of factor related to a strategic approach to HRM (Hansen et al. 1996; Brewster and Larsen 1992). Sustainable HRM is defined as those long-term oriented conceptual approaches and activities aimed at a socially responsible and economically appropriate recruitment & selection, development, deployment and downsizing of employees (Thom and Zaugg 2004). HRM is a strategic coherent and comprehensive approach to the management and development of the organizations human resource in which every aspect of the process is wholly integrated within the overall management of the organization. HRM is essentially an ideology (Armstrong 1992). Like other developing countries, HRM in both India and Nepal is significantly influenced by national culture and institutions. HRM practices in these two countries are governed largely by social contacts, based on ones caste, religion, economic status and political affiliation (Budhwar 2000). 4. Linking with HRM models:

Understanding models is essential for any human resource practice because of three reasons. Firstly, it provides micro perspective in a setup. Secondly the

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unity and diversity of these models serve as vital inputs in drafting tailor made HRM model for organization and thirdly, these models offer answers to quite a few dilemmas that practitioners encounter in their mission to align HR function. 4.1 Multiple role model of HRM:

Proposed by Dave Ulrich, this model argues that the role of HR professionals must be redefined to meet the competitive challenges organizations face today and are likely to face in the future. HR professional Strategic Partners may add value to a business in four ways:
Systematic assessing and aligning, Design, integrate and operate Building new capabilities

Administrative Expert creating value in work and performance in terms of effectiveness. Sanjay has been a great example, narrating and assessing events on the field. There have been examples of Lord Krishna playing as true strategist par excellence for Pandavas in the war. The entire administration of this universe is governed efficiently by the lord. All being rely on the power, but the power does not rely on any being. It nourishes and protects all being yet is not bound in them.

Employee Champions Listening and responding to the employees. Increases employee commitment and capability. Commitment is the awakening of excellence. Transforming life can be through personal excellence, commitment as one starts listening up a new quality opens for success.

Change Agent Creating a renewed organization, transform by serving as catalyst and facilitator of change. The wise are not deluded by changes (2:13). Leaders should be unfettered by the impermanence of life and the changes that are always present in this world.

4.2 Fifteen key roles of HRM Practitioners: As it is difficult to profile the job of HR managers in definite terms, American society for training and development has suggested fifteen roles based on surveying the job description and job profiles of large number of HRM managers ( McLagan and McCullough 1983) -

Gita it is stated that the evaluation of performance constitutes one of the important features of achievement (Shrivastava 1980)

Evaluator- evaluation start with active listening constantly through sensing, evaluating and responding during the conversation an engage in various activities to improve these processes. In Bhagavad-

Group facilitator- Certain drivers drive the HRM system. They are called HRD facilitators or the concern of the management to keep the manpower, duly skilled, motivated and enlightened (Premkumar 2007). The knowledge shared by lord Krishna is the everlasting facilitator of spiritual growth and liberation of consciousness ( Davis 2001)

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Counselors for Individual developmentIndividual ethics are the personal and moral standard used by the individuals to structure their interactions with others (Graeth & Mary 2009). Duryodhana chose Sri Krishnas vast army for he was greedy and materially oriented while Arjuna preferred to consider Sri Krishna as his counselor and guide (Swami Rama 1985). Instructional writer- The role of preparing written learning and instructional material. The Bhagavad-Gita is conceived in epicpuranik Sanskrit, the language of the Epics, puranas and Upanishads. It undoubtedly dates from an earlier word-of-mouth version; however it has importance in the written form for spreading simple, vivid message of daily inspiration for millions throughout the world. Instructor- A instructor is one whose character and behavior should be followed by others (Swami Rama, 1985). Lord Krishna is considered as wise instructor of those who come to wisdom of fountain; the teacher of all teachers, Mind guiding all intelligence, for there is no thought beyond his mind (Violette 2004) Training and developing- Bhagavad-Gita deals with analyzing and training the internal processes of human being so that one becomes creative in the external world and attains a state of tranquility at the same time (Swami Rama 1985) Marketer- Internal Marketing is a goal oriented social process and a conceptual system for continually creating strategic organizational change in response to the macro-environment (Chelladurai 2006). Lord Krishna has used the concept of social marketing through the teachings of Man and His Social Obligations in the BhagavadGita. Media specialist- The blind king assigned his aide Sanjay to relay to him all what was

going on in the battlefield, and for whole of the duration of this War, Sanjay had been narrator to the king. The role has significant from the point of view that he has been among the four speakers of Gita.

Need analyst- The first lesson of management science is to choose wisely and utilize scarce resources optimally. During the curtain raiser before the Mahabharata War, Duryodhana chose Sri Krishna's large army for his help while Arjuna selected Sri Krishna's wisdom for his support. This episode gives us a clue as to the nature of the effective manager - the former chose numbers, the latter, wisdom. Play the role of defining gaps between ideal and actual performance and specifying the cause of gaps. This helps in further identifying the gaps in performance. Program administrator- The role of ensuring that the facilities be available. Lord Krishna Program designer- The theorists believe that there is an intelligent being designing the complexities and putting them into biological processes. Upanishads still stand foremost in the revolution of the truth. It could be possible that Intelligent Designer is another name for Brahman (Krishnaraj 2002) Strategist-Strategic Management is not a novel term. Even in the Mahabharata battle, the role of Lord Krishna as a great strategist in favor of Pandavas is known to all. (Biju 2006). Strategy of the Sculpture of God Krishna and Bhagavad-Gita states that while yoga and devotion might lead to oneness with God, righteous karma conduct is better since it helps in both the religious and material worlds. Task analyst- When Lord Sri Krishna rebukes Arjuna in the strongest words for his unmanliness and imbecility in recoiling from his righteous duty it is nothing but a clarion call for the highest work culture. Poor work culture is the result of tamo guna overtaking one's mindset. Lords stinging rebuke is to bring out the temporarily

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dormant rajo guna in Arjuna. In Chapter 16 of the Gita Sri Krishna elaborates on two types of Work Ethic viz. daivi sampat or divine work culture and asuri sampat or demonic work culture

These are mentioned in the Bhagavad-Gita; however one can find these three states in the workers category in the organization.

Prescribed duties: Activities performed as a

part of responsibility

Theoretician- Bhagavad-Gita is full of advice on the theory of cause and effect, making the doer responsible for the consequences of his deeds. The Gita, while advising detachment from the avarice of selfish gains by discharging ones accepted duty, does not absolve anybody of the consequences arising from discharge of his responsibilities. Transfer agent- The power of selftransformation is our most important Human resource.If the individual can be transformed, the whole humanity can be transformed. This will be possible through a Transfer Agent.

o o o

Routine work-Done without desire of results. Emergency work-Obligatory work Desired desired. activities-Results are

Capricious work- Action without the

sanction of authority.

Inactive-Not performing ones prescribed

duties. 5.3 The three modes of nature: The understanding of the three modes shall help in enumerate the attitude of the people towards work and thereby developing a strategy to improve the output thereby keeping human resource preferably in Mode of goodness to mode of passion and mode of ignorance. Mode of goodness- Duties performed unto attachment, love/hate renounced furtive results. Mode of Passion- Action performed with great efforts by one seeking to gratify his desires, and enacted from a sense of false ego. Mode of ignorance- Action performed in ignorance and delusion without consideration of future bondage or consequences, which inflicts injury and is impractical.

5.

The models derived from Bhagavad-Gita:

5.1 A committed personality briefly has the following stages: Passive State Active state As a friend As a Parent As a Conjugal Lover

5.2 The three stages of working:

5.4 Qualities of a Master (Leader): 1. 2. Fearless Cultivation of Knowledge 9. Gentleness 10. Vigor

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3. 4. 5. 6. 7. 8.

Self Control Ethical Check anger Tranquility A Version of fault finding Compassion

11. Forgiveness 12. Fortitude 13. Austerity and simplicity 14. Freedom from envy 15.Cleanliness of mind, body and in dealings

6. Chapter

The Summery of 18 Chapters in Bhagavad-Gita: Summery Lamenting the consequences of war. Arjuna has a fear of losing friends and relatives. The eternal reality of the souls immortality. How to dispel lamentation and grief. Prescribed duties are obligatory. Functions and Responsibilities towards the Social network in various stages of life. The Eternal Duties of a Human Being. Spiritual Knowledge, and path of Action & Knowledge Linkage and implication for HRM Intrapersonal conflict; a situation where one fail to analyze. Failure to see long term consequences may be clouded by short term attractions. Organizations survive despite the fact that personnel keep changing. Managing change. Controlling material pleasures strengthens individual will. The prime job function is the supreme obligation of the employee. Similarly the responsibility of the organization towards stakeholders. Even Corporate Social Responsibility as a function.

1.Self Doubt

2.Spirituality of Being

3.Selfless Action

4.Approaching the Ultimate Truth

Knowledge Management. Mentoring is important in taking a proper pathway. Knowledge is itself a fruit of action. A spiritual instructor is literally one whose character and behavior should be followed by others. There is enough scope for the employees to grow. If the action is limited to fruits and returns, outcome is bounded in limit. Means and ends are enough to discover tremendous power. The concept of control over mind. Work Life Balance, Stress Management, Emotional & Spiritual Intelligence are the new concepts developed in

5.Action and Renunciation

Concept of Action with detachment and renunciation. How salvation can be attended. Difficulties of the mind and mastering of mind through yoga.

6.Meditation

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HRM. 7.Supreme Truth 8.Attainment of Salvation Illusion energy of God. Four kinds of people. Light and dark paths of life. Understanding ones potential and utilization of the available resources. Unity of life- congruence of work, promoting a culture of positivity and good deeds. Ethics in work culture. Devotion and commitment is the key to the wisdom. Prudency and purity of intentions will strengthen human relations at all stages of Management. Asking will yield more information. So the line of communication be open for all to share, humbly. Multi-tasking and developing skills to handle multiple jobs. A Concept of an efficient HR Manager. Social Networking ability so that self motivated to go beyond various Motivational-need theories.

9.Confidential Knowledge of the ultimate truth 10.Infinite glories of the ultimate truth 11.Universal Form

Sovereign science of creation, pervasion, maintenance and annihilation. Exalted position as the cause of all causes. Describe opulence. Krishna revealed his cosmic form ( All Skills and Universal qualities) Path of Devotion. The faithful will have the divine qualitiesfriendly, Compassionate, regards for others, no lust etc. Differentiate between transitory-perishable and immortal-eternal. Essential characteristics of an individual, their cause and the level of potency Purpose and value of knowing things. Devine and demonic qualities Three divisions of faith, character of living beings Attainment of salvation, Progressively sum-up the entire scripture.

12.Devine

13. The individual and ultimate Consciousness. 14.The three qualities of material nature

We need to identify immortal actions which lead to permanent long term consequences (Reputation and self image) rather than temporary arrangements. Qualities of a Leader, motivator and group facilitator. The cause of their failure and their impact on the organization. Development of the personnel specialism The importance of knowledge and its application. A practical understanding of the organization, its processes and systems. Human factors based on conduct. Trust in relationships and faith in the organization. How to finally excel at work. Keep confidentiality of the agreements.

15.The Realization of Ultimate truth 16.The Devine & Demonic Nature 17.The three divisions of the material existence 18.Final Revelations of the Ultimate truth

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7.

Conclusions:

worship.

Strive for excellence through work is

Bhagavad-Gita is a universal scripture applicable to people of all temperaments and for all times. It is a book with sublime thoughts and practical instructions on Yoga, Devotion, Vedanta and Action. It is profound in thought and sublime in heights of vision. Again, effective management is not limited in its application only to business or industrial enterprises but to all Human beings who wish to excel in their life. Human consciousness, as we see it today is the result of billions of years of evolution. BhagavadGita tells us how to establish equanimity both in his internal life and in his activities in the external world by following these guidelines: Cultivate sound philosophy of life. Identify with inner core of self-sufficiency. Get out of the habitual mindset towards the pairs of opposites.

Build up an internal integrated reference point to face contrary impulses, and emotions. Pursue ethical-moral rectitude.

Human Resource Management (HRM), as a subdiscipline of management science, is in its infancy. HRM practices are often Utopian in expectation and fail to incorporate a realistic view of existing knowledge bases in the psychological, social, and biological sciences. The commentaries upon the Bhagavad-Gita are numerous. So the Gita contains the gems of all the forms and system in Indian religious thought, but it cannot itself be limited to any particular treatise, nor is it the fruit of the traditional religious thinking of any particular sect; rather, one should say, it contains metaphysical truths in their diverse aspects, and embodies every form of religious thought, practice and discipline. Cooksey Ray W and Gates RW, RM Human Resource Management: A management science in need of discipline http://jmo.econtentmanagement.com accessed on 13th April, 2010. Davis Roy Eugene, The Eternal Way The Inner Meaning Of The Bhagavad Gita, Motilal Banarsidass Publ., 2001, pp.161 Ehnert Ina, Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective, Springer, 2009, pp.73 Ghai O.P., Bhagavad Gita, Sterling Publishers Pvt. Ltd, 2005, pp. 13 Huppenbauer, Markus, Thesen zur Wirtschaftsethik: Zur Frage der Implementierung moralischer Standards, in: ZEE, 50 Jahrgang, Heft 2, 2006, pp. 133 137

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