Proactive Employee Relations in the Supply Chain: A Cross-Sectional Study of Engagement Drivers in Pune’s OEMs versus SMEs

Ramchandra Honap

doi:10.63363/aijfr.2025.v06i06.2063

Proactive Employee Relations in the Supply Chain: A Cross-Sectional Study of Engagement Drivers in Pune’s OEMs versus SMEs

Author(s)	Ramchandra Honap
Country	India
Abstract	The manufacturing landscape in India is undergoing a seismic shift, driven by Industry 4.0 integration and volatile supply chain dynamics. Within this context, the traditional adversarial models of industrial relations are yielding to Proactive Employee Relations (PER), a strategic approach focusing on anticipation, engagement, and direct communication. This study investigates the relationship between PER practices and Employee Engagement (EE) within the distinct industrial ecosystem of Pune District, Maharashtra. Specifically, it employs a comparative cross-sectional design to analyze differences in engagement drivers between Original Equipment Manufacturers (OEMs) and Small and Medium Enterprises (SMEs). The research adopts a quantitative methodology, utilizing a stratified multistage cluster sampling technique to gather data from 357 shop-floor employees and supervisors. The study utilizes the Utrecht Work Engagement Scale (UWES-9), rigorously adapted and validated for local linguistic nuances (Marathi/Hindi), alongside a custom PER index measuring policy presence, enactment, and process fidelity. The analysis reveals a significant disparity in the 'enactment' of PER between the two clusters. While OEMs demonstrate higher structural policy presence, SMEs often exhibit stronger informal relational bonds, yet suffer from lower process fidelity in grievance redressal. Statistical testing, including independent samples t-tests and multiple regression analysis, indicates that while PER is a significant predictor of engagement across the board (R2 = .64), the mediating role of Perceived Organizational Support (POS) is stronger in OEMs. Conversely, in SMEs, 'Managerial Enactment' serves as the primary driver of 'Vigour' and 'Dedication.' The findings suggest that scalability of engagement models requires a bifurcation in strategy: OEMs must focus on humanizing their rigid systems, while SMEs require formalization of their relational strengths. The study concludes with implications for HR practitioners in the supply chain, emphasizing that engagement is not merely a function of policy existence but of the 'fidelity' with which those policies are executed on the shop floor.
Keywords	Proactive Employee Relations, Employee Engagement, Supply Chain Management, Manufacturing, Pune District, OEMs vs. SMEs, Process Fidelity.
Field	Business Administration
Published In	Volume 6, Issue 6, November-December 2025
Published On	2025-11-15
DOI	https://doi.org/10.63363/aijfr.2025.v06i06.2063
Short DOI	https://doi.org/hbbz73

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Proactive Employee Relations in the Supply Chain: A Cross-Sectional Study of Engagement Drivers in Pune’s OEMs versus SMEs

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