Human Resource Management Practices: A Case Study of South Asian Countries

Abstract

Purpose: The central point of this study was to demonstrate the similarity and difference of Human Resource Management (HRM) practices amongst the countries in South Asia. Through this paper, an in-depth study was undertaken to evaluate the validity of existing HRM practices in South Asian (SA) countries. An effort was made to examine the influences from the economic emergence in South Asia, force of colonization, historical panorama, cultural similarities and dissimilarities, legal, economic and political factors causing the change. Methodology/Sampling: The study is based on secondary data collected through extensive research on present and past literature available on the topic. Findings: HRM is in a reforming process towards the development of organizational transformation in South Asia. In addition, contextual and contingency factors are determining the outcome of restructuring HRM practices in South Asia, identified as FDI, foreign MNCs’ influence, and bilateral relations amongst the SAARC members. Practical Implications: Due to cultural impediments, organizations are finding it difficult to implement modern HRM practices in true letter and spirit. This study may draw some lessons for development and collaboration of novel opportunity of SAARC industries’ HRM practices in South Asia.

Comparing the impact of management on public and private nurses in Bangladesh

“…More research is required to investigate the relationship for private sector nurses. It may be that the traditional culture has a role to play in better understanding the relationship between well-being and turnover for Bangladeshi nurses working in the private sector (Khan et al , 2014). Such insight may better explain how employees build well-being in the workplace, and importantly, why they stay even in workplace enrivonments that deplete their well-being.…”

“…Managing both public and private sector employees in developing countries can be challenging as international HR systems are imported into existing culture-driven decision-making systems. Most managers were traditionally autocratic in their practices in South Asia (Khan et al , 2014). However, in the last three decades, the service sector has undergone significant change mainly because of global forces and government reforms that have elevated the importance of human resources slowly, especially in terms of the significance of ensuring adequate qualifications and competencies for key positions.…”

“…This change has led to the introduction of modern HRM and strategic systems, however, the new systems have not replaced the previous stronghold of culture in organisational decision making. This means that family ties and corruption still dominate decision making, favouring some and disadvantaging the majority, and whilst those with strong international connections are likely to have basic HR policies and structures evident in countries such as the USA and UK, the difference is in their ability to implement those policies into practice (Khan et al , 2014, p. 99). Hence, while Bangladeshi organisations may have specific policies about work hours and duties, in practice, there is probably greater scope for work harassment in Bangladesh compared with Anglo-American countries such as the UK, USA and Australia.…”

HRM formality differences in Pakistani SMEs: a three-sector comparative study

“…Human resource systems in Pakistani firms are currently going through a developing phase. Firms are beginning to rename their administration departments as HR/Personnel, but there is little HRM-related research in this context that helps to understand the effects of this change (Khan et al , 2014). Informal HRM practices are common across the majority of organizations that lack a systematic approach towards managing their human capital.…”

HRM in the South Asian Context: A Comparison of HRM in India, Pakistan, and Sri Lanka

“…The region, though rich in natural resources, has yet to achieve the desired socio-economic development with its impact on the quality of HRM in organizations which is still in its embryonic stage (Khilji 2004). Indian managerial practices had a great impact of British corporate system for almost two hundred years (Khan, Miah, Manzoor 2014). Because of shared history and level of economic development, this paper attempts to understand the dynamics of HRM in three South Asian countries (India, Pakistan, and Sri Lanka) and develop a model which depicts the convergence/divergence phenomenon.…”