ABSTRACT
This chapter attempts to provide a scenario regarding 'Six Sigma' as an human resources (HR) metric in the Indian context. It explains the different approaches, methods and models for measurement of HR from a micro perspective. The chapter focuses on different steps of Six Sigma on the basis of a green belt project carried out at the case study site. Management, development and retention of the human capital are intangible assets linked with the strategic intent of the organisation, and the HR function is required to have a strategic orientation. Human capital management is a primary strategic issue and human resource management has become instrumental in addressing it. The study contributes to the strategic HRM literature, where HR Six Sigma is seen as a mediator between the universalistic and contingency approaches of HR. The chapter presents the general applicability of Six Sigma to the HR function and the theoretical implications of the analysis.
