~ 992 ~ The Pharma Innovation Journal 2023; SP-12(12): 992-997 ISSN (E): 2277-7695 ISSN (P): 2349-8242 NAAS Rating: 5.23 TPI 2023; SP-12(12): 992-997 © 2023 TPI www.thepharmajournal.com Received: 20-09-2023 Accepted: 24-10-2023 C Saranya Department of Agricultural and Rural Management, CARDS, Tamil Nadu Agricultural University, Tamil Nadu, India K Uma Department of Agricultural and Rural Management, CARDS, Tamil Nadu Agricultural University, Tamil Nadu, India KM Shivakumar Department of Agricultural Economics, CARDS, Tamil Nadu Agricultural University, Tamil Nadu, India M Malarkodi Directorate of Agribusiness Development, CARDS, Tamil Nadu Agricultural University, Tamil Nadu, India S Sridevy Department of Physical Sciences & Information Technology, Tamil Nadu Agricultural University, Tamil Nadu, India Corresponding Author: C Saranya Department of Agricultural and Rural Management, CARDS, Tamil Nadu Agricultural University, Tamil Nadu, India Constraints in adoption of HRM practices in agro- based micro-enterprises in Tamil Nadu, India: Explicit SEM model C Saranya, K Uma, KM Shivakumar, M Malarkodi and S Sridevy DOI: https://doi.org/10.22271/tpi.2023.v12.i12Sm.24629 Abstract HRM Practices are a multifaceted process influenced by various constraints. Recognizing and addressing these constraints is essential therefore systematically identifying and mitigating these constraints micro- enterprises can improve the position of HRM practices with their strategic objectives, reduce the struggle for transformation, allocate resources more effectively, address cultural and organizational barriers, invest in employee development, steer legal requirements, and augment management and communication practices. To attain, a holistic approach that considers these constraints can lead to the successful adoption and integration of HRM practices, promoting organizational growth and sustainability, this study explores the intricate constraints affecting the adoption of Human Resource Management (HRM) practices in agricultural micro-enterprises in Tamil Nadu, India, Developing explicit model through SEM. This research delves into a model that influences the performance of micro-enterprises including limited access to financial issues, market scenarios, regulatory issues, problems, nature of employment, and cultural norms. The findings from this research shed light on the complex challenges facing HRM adoption in this sector and offer valuable insights for policymakers and practitioners seeking to develop strategies that can foster the integration of HRM practices and enhance the productivity, sustainability, and overall well-being of the workforce in Tamil Nadu's agro-based micro-enterprises. Keywords: HRM practices, constraints, rural development, HRM adoption strategies, micro-enterprises Introduction Human Resource Management (HRM) practices are pivotal for enhancing the productivity, efficiency, and overall well-being of the workforce in these enterprises. However, despite the growing importance of HRM, agricultural micro-enterprises in Tamil Nadu face a multitude of constraints when it comes to adopting and implementing effective HRM practices. These enterprises often operate with limited resources and face unique challenges that hinder their ability to adopt modern HRM practices (Hamouche S, 2021; Oladimeji Samuel Olasoji, 2019) [2, 3] , though it has a vast expanse of an agricultural homeland for a better resource for micro- enterprises to operate but better HRM practices for sustained employee performance which in turn roots the better performance of the concerned enterprises is under greyscale due to various constraints. This study seeks to shed light on the numerous constraints that impede the effective integration of HRM practices within the context of Tamil Nadu’s agricultural micro- enterprises with precise SEM model. This study aims to identify and analyze the specific constraints faced by agricultural micro- enterprises in Tamil Nadu regarding HRM adoption which is affected by specific constraints like lack of access to formal education and training limits their ability to understand and embrace contemporary HRM concepts and techniques in these micro-enterprises. The informal nature of employment prevalent in these enterprises creates challenges in establishing clear job roles, performance evaluation, and employee development programs to sustain their performance. The engrained norms governing labor relationships can often clash with the policies of HRM, making it difficult to introduce practices. Thus these constraints collectively signify a considerable barrier to the progression of HRM practices in agricultural micro- enterprises in Tamil Nadu, challenging a comprehensive investigation and the development of performance-oriented solutions. It primes to policymakers, business owners, and other stakeholders to propose approaches and interventions that can foster the incorporation of HRM practices in this dynamic sector.