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

Zia Ullah, Muhammad Zeb Khan


A recurring question in contemporary organizations is how to deal with HRM (human resource management) in the wake of globalization and an emerging knowledge economy. Many research studies have been conducted to examine the extent to which HRM practices converge and diverge in different socio-cultural contexts. National institutions and local cultures are cited as the major stumbling blocks for HRM convergence. However, it is also true that regional clusters have many things in common (cultural similarity, level of economic development, and geographical proximity etc.) make conditions that ultimately lead to isomorphism in HRM. The study in question attempts to look at the extent of convergence and divergence of HRM in India, Pakistan, and Sri Lanka that constitute one cluster. The study specifically examines various HRM practices including training, compensation, and employees’ safety in the light of recommendations of International Labor Organization (ILO). The goal of this study is to develop a model of HRM which best describes the situation in the three countries for guiding effective employment, deployment, and development of human resources.

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